Tag: HR

The Future of Work Requires Resilience and Purpose

Posted on December 12, 2024 by Rachel Burr

The future of work will bring constant change. Organizations can thrive in times of change by emphasizing continuous development and building a resilient, purpose-driven culture.

Ready or not, disruptive change is coming as generative AI and robotics are revolutionizing industries and services. The future of work is sure to be very different than today – and it is coming sooner rather than later. Organizations wanting to thrive through the coming changes will need to become more resilient and agile. This article will consider what the future of work may entail and what organizations can do to prepare.

A study published in the Harvard Business Review found three distinct perspectives when it comes to the future of work.

First are the radical optimists, epitomized by tech entrepreneurs. For them, the future will bring a positive transformation in the near term. In the second camp are the skeptics, who think technological transformation is exaggerated or unlikely, except in the far future. Finally, there are the pessimists who worry that technology will overwhelm human society. These perspectives can lead organizations to embrace change, deny it, or actively resist it.

Generative AI and the future of work

Generative AI is certain to remake the future of work, according to an October 2024 report by the Brookings Institution. The authors state that existing generative AI technology could take over half of the tasks currently being performed by one-third of the workforce. This is a conservative estimate.

Further, the tasks generative AI can take over are not limited to low-skill or routine ones. The Brookings report finds that generative AI will disrupt “cognitive” and “non-routine” jobs “in the middle and higher paid professions.” The report warns that society has not yet grappled with the impact of generative AI and is not prepared for the changes it will bring.

A report by McKinsey & Company broadly agrees. Assuming a “midpoint adoption scenario,” it finds that 30% of the hours currently being worked by humans could be automated, and that 100 million people across the developed economies may need to change jobs by the year 2030. The World Economic Forum is more emphatic, finding that by 2030, one billion jobs will be “radically transformed by technology.”

The future of work will bring constant change. The challenge for organizations is how to manage and thrive in times of upheaval.

The future of work requires a resilient organization

Developing teams to thrive in changing times. The challenge of technological change is already having an impact on the workforce, according to the McKinsey report. One third of the more than 1,000 C-suite executives surveyed report shortages of workers with technological, cognitive, and social skills.

Most of the organizations surveyed worry about finding enough qualified workers and plan significant “reskilling” and “upskilling” efforts to meet their needs with the existing workforce. “Reskilling” refers to the process of moving employees from outdated positions and retraining them for entirely new jobs. By contrast, “upskilling” refers to the process of improving the skills of employees in their current positions.

Organizations will also need to embrace continuous development by instilling a culture of learning. Team members should be both encouraged and provided with the resources to grow. Whether by offering formal training or practical experience, organizations that encourage people development will be in the best position to weather changes in the future of work.

Creating a purpose-driven culture. Organizations can build resilient cultures by focusing on their fundamental values to create a sense of purpose. Emphasizing values and purpose has several benefits.

Most practically, focusing on values increases employee engagement, creates more loyal customers, and improves financial performance. Beyond the bottom line, creating a “purpose driven culture” creates stronger interpersonal bonds in the workforce. Those bonds can bring people together to overcome obstacles and work toward common goals.

Building a purpose driven culture starts when leaders think deeply about what the organization stands for – and then share their vision with employees, customers, and stakeholders. Values and purpose are the organization’s “North Star ” to guide decision making and respond to challenges.

Leaders should also listen to team members’ perspectives and act on their insights. Not only will leaders gain valuable knowledge, but involving team members creates an environment in which they feel empowered to innovate and become more self-sufficient. Both of those qualities are crucial in a resilient and agile organization, according to McKinsey.

The future of work will be one of constant change. In order to meet the challenges of generative AI and other disruptive technologies, organizations must emphasize workforce development and a culture of learning. To thrive through periods of change, organizations should create a purpose-driven culture to build resilience and agility. If you would like to learn more about the future of work, please contact us.

===================================

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential. If you would like to learn more about leadership development training, please contact us.

Control Freak in the Workplace

Posted on November 18, 2024 by Rachel Burr

A control freak often has a demanding personality who strains relationships and saps energy in the workplace. Explore ways to manage and redirect controlling behaviors.

We’ve all heard of “control freaks” – people who feel the need to direct, control, and even change the people around them. You may not be a control freak, but you’ve probably run into them. It could be the leader who constantly asks for updates or makes continuous changes throughout a project. Sometimes even changing changes they previously made. Or it could be the colleague who regularly offers unsolicited advice and criticism.

Being around control freaks can be exhausting and demoralizing. They strain relationships, whether with family, friends, or co-workers. There are better ways to relate to the world!

This article will examine what drives people to become control freaks, and what can be done to loosen their grip.

What is a control freak?

Managing and directing is a part of leadership. Leaders are expected to direct, inspire, and organize the efforts of others. Without healthy leadership, chaos can take over. But there comes a point at which the need to control outruns its usefulness. It crosses the line from conscientiousness into coercion.

There are two types of control freak, according to Psychology Today. Both types are rooted in the need to overcome fear, anxiety, and insecurity, but they manifest themselves in different ways.

The first type of control freak, according to the author, are people who have “intense and exact control over themselves.” They are hyper-focused perfectionists who expect themselves – and the people around them – to “perform perfectly and without error.”

The second type of control freak uses the opposite strategy. Instead of controlling themselves, “they are skilled at controlling other people.” They like to give orders but are “dependent on others to carry out their wishes and demands.”

Both types use control as a way to manage fear and anxiety. But no one can be another person’s “management agent,” in the author’s words, and trying to be one will just cause damage.

Signs of controlling behavior at work

Here are a few examples of controlling behavior at work, from an article in Forbes:

Being a poor team player. To be part of a team, people must give up some control. They can only work on part of the task at hand. For controlling personalities that can be a big challenge. They often prefer to work alone and, when forced to become part of a group, may try to dictate how others work and behave.

Failing to delegate tasks. For controlling personalities, delegating is just another way of losing control. That’s particularly true of the perfectionist who believes he or she is solely responsible for the success of any project. When forced to delegate, they tend to micromanage the work.

Strained relationships. Control freaks are prone to making demands and being hyper-critical of the people working around them. To the perfectionist type, any mistake or flaw – whether real or perceived – is intolerable. Working relationships suffer as a result.

Letting go of the need to control others

There are ways out of the “control freak paradigm”, and we’ll discuss two of them here: Emotional regulation and re-defining control.

Learning emotional regulation. The source of controlling behavior lies in uncomfortable emotions like fear and anxiety. “Rather than controlling their emotions, [control freaks are] always trying to control the environment,” according to Forbes. Change begins by learning emotional regulation.

The first step toward regulating emotions is to pay attention to them. Identify and name emotions as they arise. It’s an exercise that takes practice, and can benefit from working with a coach or a therapist.

When negative emotions arise, we can choose how we deal with them. A useful technique is reappraisal, which is a change in perspective. Fear and anxiety can make us feel threatened. Reappraising a threat as a challenge instead, can help us choose a more positive course of action.

Re-defining control. Another useful strategy is to re-define what control means, and what it looks like in practice. It’s a strategy that’s especially useful for leaders.

Most leaders reached their positions by being highly skilled in technical areas. But as leaders take on more responsibilities, they have less capacity to absorb technical details. They need to rely on others.

Re-defining control is a shift from completing every detail personally to having systems in place that allow others to complete them. The systems can include scheduling regular team check-ins and clearly defining project milestones.

We’ve all run into control freaks. Their overbearing demands can drain energy, productivity, and creativity from the workplace. But practical solutions are available. If you would like to learn more, please contact us.

===================================

AI Fears and AI Opportunities

Posted on March 15, 2024 by Rachel Burr

The AI revolution will transform business and work in unforeseeable ways. Organizations can prepare for the coming changes, and address workers’ concerns, by emphasizing learning and development. Both technical skills and “human” skills will need to be updated to make the most of the coming opportunities.

Artificial Intelligence (“AI”) has been dominating tech industry headlines lately. Many commentators emphasize “doom and gloom,” but there is plenty of room for optimism. Change is inevitable, and the rate of change will continue to accelerate. We cannot know or control exactly how change will impact the future. The only thing we can control is how we choose to adapt today, and we can adapt.

While AI fears will need to be addressed, the coming technological revolution and AI transformation offers brand new opportunities for growth. AI can be a catalyst to inspire and motivate how and where we choose to invest in those opportunities. This article will review AI in the workplace and ways to alleviate AI fears and inspire growth.

The AI revolution, old and new

At first glance, AI seems to have burst on the scene fully formed with the release of ChatGPT in November, 2022. Its Large Language Models are able to generate text on a wide range of topics, even if not expertly. In the months since, the AI revolution has gathered pace, with AI generated art and AI generated video coming online.

Of course, this isn’t the first time AI has grabbed the headlines. In 1997, for example, IBM’s Deep Blue computer defeated chess grandmaster Garry Kasparov, to general dismay. And in 2011, IBM’s Watson computer won a Jeopardy quiz show tournament against human competitors. The victory prompted contestant Ken Jennings to welcome “our new computer overlords.” AI fears have been with us for some time now.

One big difference between earlier AI advances and the current ones is access. IBM’s computers, Deep Blue and Watson, were far removed from the general public. But ChatGPT and its rivals have opened the doors to mass adoption of AI technology. The AI future is here, bringing with it both AI fears and hopes.

The AI economy and AI fears

In the quarter century since Deep Blue, AI has developed from a technical curiosity to a major economic force. In a 2023 report, Goldman Sachs estimated that generative AI could drive a 7% increase in global GDP (worth $7 trillion) and a 1.5% boost in productivity over ten years. That’s good news, but there are challenges, too.

The report states that 300 million jobs will be “exposed” to AI, including two-thirds of jobs in the U.S. Workloads in those jobs could be reduced substantially. However, the report concludes that “most jobs and industries are . . . more likely to be complemented than substituted by AI.” (Emphasis added.)

As support, the Goldman report points out that 60% of occupations today did not exist in 1940. They were made possible by advances in technology. According to Goldman, that suggests 85% of all employment growth since 1940 has been due to technology. And most of the growth has come in new fields and new businesses that were not anticipated. While AI can be expected to “disrupt” the business world, it is likely to create new opportunities and industries that we can’t yet imagine.

Overcoming AI fears by emphasizing individual development

While the situation is far from gloomy, AI fears are real. They are reflected in a 2024 Gallup report finding that 22% of workers worry about their jobs becoming obsolete due to AI. That figure is up from 15% in 2021. There are silver linings, though.

Gallup points out that workers are eager for learning and development. Some 48% of workers said they would switch jobs for better training opportunities – while only 47% feel they have the skills to excel in their current positions.

In short, there is a large, unmet desire for training and development. At the same time, new AI technologies will require more training and development, with an AI strategy.

To make the most of the situation, leaders and organizations should prioritize upskilling, the process of updating job skills to meet new requirements, and reskilling, the process of moving employees from outdated positions into needed ones.

Leaders should consider two complementary paths.

Teach technical skills. The first path is to teach workers to use AI tools to improve their work product and increase productivity. AI is best suited to automate tasks that require less human judgment and interpretation. By giving employees the tools to use AI’s labor saving qualities, organizations will be able to maximize their human strengths.

Teach “human” skills. That brings us to the second development path: Going where AI cannot go by emphasizing so-called “Soft Skills” (or “Critical Intangibles”) like communication, leadership, problem solving, and teamwork. These are the human qualities AI does not have – and won’t develop for the foreseeable future.

By leveraging Critical Intangibles, organizations can maximize their “human assets” – the people who bring passion and creativity to their tasks. Unlike technical skills, these Critical Intangibles are durable, providing a long term boost to productivity. By showing employees that they will have the skills to adapt as their careers evolve, organizations can make great strides toward alleviating AI fears.

The path to adopting AI technologies won’t always be smooth. Change never is. But organizations can prepare by emphasizing learning, development, and growth to help people embrace change and adapt as the future unfurls.

If you would like to learn more about preparing your organization for technological change, please contact us.

===================================

Simple Steps to Reduce Quiet Quitting

Posted on February 23, 2024 by Rachel Burr

To reduce quiet quitting at workplace, provide clear performance expectations, encourage autonomy, have fewer meetings, communicate, connect, and engage your workforce.

Quiet quitting is not new. It’s just gotten more press in the past few years. More than a decade ago, I recommended that a leader invest in the development of his team to improve engagement and collaboration to achieve better results.

“But what if I develop them and they leave?” he asked.

“What if you don’t develop them and they stay?” I replied. Which of course I said in my most supportive coaching voice. (I used my “inside-the-head” voice for the eye roll.)

Below, you’re going to read a number of statistics, causes, and ideas to reduce quiet quitting. All of it is good information, and all of it is stuff you already know. So, if we already know all this, why does quiet quitting continue to stay on our Top 10 list of people concerns? Really, I’m asking. Why?

If I had to guess, I’d say that we often look for tactical solutions but forget how to engage the “people” at the center of those concerns. We talk about employees, managers, and leaders, but all of them are people. What would it mean for each of us, every day, to engage with every individual we encounter as a person? This may sound fluffy, but it’s not. What does each person need to be their best and to do their best work?

Let’s flip the question on its head for a moment. Instead of a person, let’s talk about a car. (Humor me.) What does a car need to operate at its best and to do its best work? The car needs gas, oil, and regular maintenance. Unless it’s an electric car, then it has other needs (just like different people do). Let’s assume our car is gas-powered. It’s a great car with a great engine and great potential. Which is all great. But what if I decide I don’t have time to fill the car with gas or change the brake pads, and I don’t understand why I need to change the oil, so I don’t? I’ve also ignored the “Check Engine” light burning brightly on my dashboard for months. Who cares? It’s just light, right? But eventually, my lack of attention and investment in my car are going to cause problems. However, my car is not going to quit quietly. Instead, I run out of gas, my battery dies, my brakes fail, and my engine seizes. All of which leave me stranded on the side of the road in the middle of the desert with only vultures for company.

It’s much easier to pay attention when quitting is loud and obvious, rather than quiet. What does a person need to be their best and to do their best work? There’s no manual for how people operate, but we have some good ideas, many of which you’ll find below. So, let’s review what we already know.

The Stats

Did you know that only one in three workers is fully engaged at work today? Quiet quitters still make up half of the workforce, as they have for several years.

A pair of Gallup reports, released in 2022 and 2024, summarize the situation:

In its 2022 report, Gallup found that 32% of employees were “actively engaged” at work, while 18% were “actively disengaged,” (so-called “loud quitters”), and 50% were simply “not engaged” (the “quiet quitters”).

In the most recent report, released in January 2024, the results were very similar, with 33% of employees “actively engaged,” 16% “actively disengaged,” and at least 50% “not engaged.”

What is Quiet Quitting?

“Quiet quitting” refers to making the minimum effort to stay employed. Broadly speaking, “quiet quitters” are employees who aren’t engaged at work, but aren’t actively looking for a new job.

As a post-pandemic phenomenon rooted in lack of engagement, quiet quitting arose in tandem with the Great Resignation. It increased sharply in the second half of 2021, according to Gallup. It remains a challenge today, but organizations can take simple, practical steps to reduce it.

Causes of quiet quitting

Workplace disruptions

Quiet quitting can be broadly traced to the effects of the pandemic. Here are some contributing factors:

The Great Resignation was a major contributor to quiet quitting, according to a study reported in Forbes. The Great Resignation placed extra burdens on most of the employees who stayed. It caused organizations to restructure, breaking up teams and putting people in unfamiliar environments. Not surprisingly, engagement suffered and quiet quitting rose.

Another pandemic-related disruption has been the rise of remote and hybrid work. Many organizations have yet to adapt. According to Gallup, most managers reported having no formal training to lead a hybrid team.

Without adequate management, the “new normal” of hybrid work has led to lower levels of engagement and more quiet quitting.

Unclear workplace expectations

Many employees simply don’t know what they should be working on. They report a lack of guidance on priorities, deadlines, and organizational goals. Remote and hybrid workers are twice as likely as in-house workers to say they don’t receive enough guidance. Unclear expectations have been another cause of quiet quitting, according to both Gallup and Forbes.

Lack of personal connection

According to Gallup, employees are less likely than before the pandemic to say that “someone cares about them as a person” at work. This lack of personal connection to the workplace leads to quiet quitting.

Taking steps to reduce quiet quitting

The good news is that, although “quiet quitters” are not engaged, they are not beyond reach.

Here are a few simple steps organizations can take to motivate quiet quitters to be more engaged at work.

Have one conversation per week

This surprisingly simple suggestion comes from the 2024 Gallup report. It is cited as the single most important step leaders can take to combat quiet quitting. Spending 15 to 30 minutes per week speaking with each team member has several benefits:

Making sure employees know what is expected of them, including clear priorities, deadlines, and organizational goals.
Checking in with employees who may be struggling or showing signs of becoming disengaged.
Making personal connections to reduce the feeling that “no one cares.”

Avoid unnecessary meetings

This should be a no-brainer, but reporting in Forbes shows otherwise. Too many organizations are scheduling ever more meetings to cope with post-pandemic changes. The results have been predictably negative.

Employees feel micromanaged. They report lower productivity, with some losing one-quarter to one-half of the workday to meetings. And despite the time spent, employees feel no more informed about workplace expectations.

The simple solution is to schedule fewer meetings, with fewer participants. Avoid “all hands” meetings unless absolutely necessary. Have conversations instead!

Encourage Autonomy

Encouraging autonomy and showing flexibility is another way to reduce quiet quitting, according to Psychology Today. Increased autonomy promotes feelings of being trusted and valued, rather than being micromanaged.

Once the organization has made its expectations clear, let individuals decide how they will achieve their goals, as much as possible. Be flexible in accommodating different working styles so each individual can realize his or her full potential.

The above steps are simple on paper, but harder to implement, especially if we approach fixing our culture and engagement like we would a car, rather than interacting with people. We need to invest time and attention in our people to understand what will help them to be at their best to do their best work. Quiet quitting is our Check Engine light. It’s a good indication that something’s not working, and the light has been flashing on our dashboard for decades. So, what are we going to do about it?

If you would like more information about employee engagement and quiet quitting, please contact us.

===================================

Developing Soft Skills to Future-proof Organizations

Posted on January 31, 2024 by Rachel Burr

Soft skills go beyond “people skills” and provide a solid foundation for organizational growth. Improving soft skills through coaching and training is key for any organization facing changes in technology and the future of work.

I hate the term “soft skills.” Let’s just put our cards on the table. “Soft” is a terrible descriptor. According to Thesaurus.com, synonyms for “soft” include comfortable, easy, mushy, and fluffy. “Soft” sounds like a fluffy cushion for “hard” skills to rest on.

We may think debating what to call “soft” skills is silly, but language influences how we think. When we label skills as “soft,” we label them as “easy” and imply they aren’t important. Yet when I coach executives and other leaders, “soft” skills are often the hardest skills for them to master.

So, why do we call them “soft” skills? To understand the “soft,” let’s start with the “hard.” Traditionally, organizations have focused on “hard” skills, such as technical skills and competencies. “Hard” skills tend to be easier to define, teach, and assess. In other words, hard skills are more tangible. By comparison, “soft” skills seem more intangible. We struggle to clearly define “soft” skills. For example, what are the specific skills required to be an expert in “interpersonal communication”? How do we teach someone “resilience”? As a result, it can be more difficult to understand “soft” skills and how to develop them.

So, before we dive into a discussion about “soft” skills, I want to plant a seed. I vote to rename “soft” skills as “Critical Intangible Skills,” or “Critical Intangibles,” for short. I may not yet have swayed the rest of the world, but throughout the rest of this blog post, I challenge you to think “Critical Intangible” when you read “soft,” and see how this change affects your thinking.

What are soft skills?

Soft skills are sometimes equated with “people skills,” but that isn’t the whole story. Soft skills include mental qualities like persistence, resilience, problem solving, emotional regulation, and creativity. They also encompass practical skills of self-regulation through time management, organization, and the ability to prioritize tasks. Finally, soft skills include “people skills” like communication, teamwork, and leadership.

Soft skills apply broadly and can be transferred easily between jobs and industries. They have been called “durable”, because, unlike technical requirements, they remain constant.

Twelve of the top 15 skills needed globally are soft skills, as reported in the World Economic Forum’s Future of Jobs Report 2023.

Soft skills are the “secret sauce” for long term organizational success in a changing world.

Teaching critical intangible skills in the workplace

Contrary to a common misperception, soft skills are not hard-wired or unchangeable. According to research conducted by McKinsey, Deloitte, PwC, the Harvard Business School, and Forbes, organizations can help people improve their soft skills through coaching, mentoring, and training. When people improve these skills, they are better prepared to adapt to changes in technology and the workplace.

Teaching soft skills requires planning, execution, employee buy in, and assessing success.

Survey the organization’s needs. The first step is to determine which soft skills are most in need of development.

Look at both gaps in performance and high performance. What skill gaps may have contributed to negative customer feedback? What skills contributed to rave reviews? What skills are bubbling up most often in employee performance reviews? What skills are leveraged most by the highest performing teams? What are the skills on which you want to focus, and how can people best develop these skills?

Develop teaching strategies. With clear development priorities, the organization is ready to create an action plan. HR Partners and People Partners may find it useful to leverage consultants to help deliver programs and coaching to support development efforts.

Use a mix of approaches. Different skills and personal learning styles will require different learning strategies. Developing skills requires acquiring knowledge and putting that knowledge into practice. Here are some examples of learning approaches to help people develop their skills:

Skills workshops that include role plays focused on real work scenarios with self-reflection and feedback.
Coaching
Mentoring
Other learning methods that people can then put into practice, such as online courses, webinars, podcasts, etc. to build knowledge and insights, upskill or reskill.

Continuing efforts, as opposed to a “one and done” approach, will be needed. After all, we don’t expect people to master skills in a single session.

Get employees to buy in. To invest in people development, employees need to understand the importance of soft skills and how coaching and training will help them develop these skills. Organizations can further emphasize the importance of soft skills through recognition, performance reviews, and requiring soft skills as criteria for promotion.

Measure progress. One mistake to avoid when assessing teaching programs is simply measuring “inputs,” such as the number of training sessions offered, “butts in seats,” or the number of hours completed. It’s more useful to design ways to measure outcomes. Metrics will vary by organization but may include assessments of individual performance, employee engagement, team dynamics, customer satisfaction, sales volume, and similar data points. The goal is to be as objective as possible, and to keep the workforce informed.

As the world of work changes, soft skills (or “Critical Intangible Skills”) will only become more important, and strengthening these skills will provide an enduring foundation for success.

Please contact us if you would like more information about soft skills and employee development.

==================================

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential, through coaching soft skills, among many other areas.

Reskilling: Changing Roles for a Changing World

Posted on January 3, 2024 by Rachel Burr

Reskilling is the process of preparing an existing workforce for new and different roles as the result of market changes and technology. Profound changes in the future of work, combined with a labor shortage, make reskilling a strategic imperative for large and small organizations alike.

Reskilling and upskilling are critical in a changing world

Upskilling and reskilling are more than trendy buzzwords. They describe efforts to develop workforce skills in an era of technological transformation and demographic change.

In the previous blog, we looked at “upskilling,” the process of continuously upgrading employee skills in existing positions. In this blog, we’ll consider “reskilling,” the process of preparing employees for different roles within an organization.

The world of work is changing

The World Economic Forum and the Organisation for Economic Co-operation predict that 1.1 billion jobs will be “radically transformed by technology” by the year 2030. The change will require intensive upskilling and reskilling to keep pace. Despite the challenge, the WEF predicts that the combined effects of upskilling, reskilling, and improvements in early education could add $9 trillion to global GDP in this decade.

The labor market is changing

The labor market is also forcing organizations to take reskilling and upskilling seriously.

The U.S. unemployment rate was just 3.7% in November 2023, near historic lows. According to the U.S. Chamber of Commerce, even if every unemployed person in the U.S. found work, the economy would still face a shortfall of 3 million workers.

Long term demographic trends reveal an aging U.S. workforce whose growth has been slowing for decades. In parts of Europe and East Asia, population decline has already begun. The workforce of the future is likely to be smaller, in other words.

Organizations can no longer expect to “hire” their way to success. Instead, they must take steps to retain, upskill, and reskill the existing workforce.

Let’s next consider some of the steps to be taken in any successful reskilling effort.

Identify Outmoded Positions and Skills Gaps to be Addressed

As was true of upskilling, the first step to a successful reskilling effort is to survey the organization’s needs.

Identify the positions. As a first step, the organization must look for positions becoming obsolete due to marketplace changes or advances in technology. The organization should then look for areas where it wants to grow or where it has identified skills gaps.

Identify the skills. The next step is to identify the skills needed for success in the new positions. The World Economic Forum and others have developed skills taxonomies to make the process more systematic. Using such systems can help identify employees with related skills who may be a good fit for new positions.

Identify the employees. One under-appreciated challenge is to convince employees to undertake reskilling at all. Organizations should recognize that reskilling can disrupt the lives of employees. Resistance to change should be expected.

Organizations can manage that resistance by being open and transparent. Presenting clear career paths and training goals is key to improving results.

Design the reskilling effort to maximize success

Another key to success is giving proper attention to the process of reskilling.

Choose appropriate reskilling methods. For example, many adult learners prefer a “hands-on,” experiential approach to learning. Practical training in the form of mentoring, internal apprenticeships, and “job shadowing” is often the most effective.

In other cases, online courses or webinars may be appropriate. These should be easily digestible in short segments, typically an hour or less. Lunchtime seminars are another way to fit learning into the workday.

Finally, some technical specialties may require certifications or the completion of degrees. Some organizations, including Amazon, have programs to pre-pay or reimburse tuition and other educational expenses. They also provide time off for study and exam periods.

Involve all levels of management in the reskilling effort. Having the support of C-suite leaders and upper level management is critical to success. But still more is needed.

The benefits of reskilling should be made clear to the middle managers and first line supervisors who implement it. Too often these individuals bear the burdens of reskilling without reaping the benefits.

One solution is to make employee development a part of the performance goals of all managers and supervisors. Done properly, such goals can help instill a culture of development and provide incentives for participation.

Meeting the future

The future of work is changing and so is the workforce. Organizations need to adapt to the transformational changes already underway if they are to survive and thrive. That means making the most of the existing workforce through upskilling and reskilling, to ensure that people have the tools they need to meet the challenges of tomorrow.

Please contact us if you would like more information about reskilling, upskilling, and employee development.

===================================

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 20 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, and numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.

Upskilling: A Program of Continuous Development to Meet Changing Needs

Posted on November 22, 2023 by Rachel Burr

Upskilling is an ongoing process of learning and development designed to meet current and future workplace requirements. It leverages the talents of the existing workforce to improve business outcomes and increase employee retention.

What is Upskilling?

The simple answer is that upskilling is the current buzzword for a program of continuous and long-term employee development. Upskilling is distinct from the equally buzzy term “reskilling,” which is the process of moving employees from redundant or outmoded positions into new roles.

Upskilling seeks to provide learning opportunities to an organization’s existing workforce in their current positions, not merely to fill gaps but to keep pace with the increasing rate of change in the world today.

What Are the Benefits of Upskilling?

Keeping ahead of the innovation curve is one of the main challenges for organizations large and small. The Organization for Economic Cooperation and Development has predicted that technology will transform over 1 billion jobs in the next decade, while the World Economic Forum anticipates that upskilling will add $6 trillion to global GDP by 2030.

Let’s take a look at a few of the benefits of the approach.

Upskilling increases employee engagement and retention. In today’s tight labor market employee retention is more important than ever. Employees are looking for more than a paycheck. They want to know that the organization is committed to helping them reach their full potential.

Providing training and development opportunities is a tangible investment in their future careers. When employees see a path to career growth, they are more likely to stay than look elsewhere.

Upskilling is a cost-effective use of resources. Training and development can be costly, but it should be thought of as an investment. The alternative is new recruitment.

There are drawbacks to recruiting people to bring skills to an organization. One is the labor market. People who already have the latest, most in-demand skills are a scarce resource. They will be highly sought after and may command a premium.

Another drawback is the time and expense of recruiting and integrating new hires into the existing workforce. While training and development have costs, the cost of recruitment is greater.

Upskilling improves business outcomes. A final benefit is to improve the organization’s ability to achieve its business goals. That applies regardless of industry.

In one case, that may mean more effective customer outreach. In another, it may mean completing transactions more efficiently. Wise organizations set business goals into the framework of their development efforts, providing a metric for effectiveness.

What Goes Into A Successful Upskilling Program?

Here are some guidelines for developing an effective program.

Survey the organization’s needs. The first step is to identify existing skills’ gaps and future needs. The organization should review its business plans and the challenges it faces in achieving its goals.

It is equally important to ask: What training and development opportunities do employees want? That may not have an obvious answer. Many employees will not know what particular skills they would like to develop.

A better way of getting the information may be by asking, “Where would you like to take your career in the next year? In five years?” By framing the question more holistically, the employee and the organization can begin to take steps towards the desired goal.

Develop individualized programs. Having considered both the organization’s needs and the employees’ goals, the next step is to develop individualized plans.

The survey process is likely to have uncovered recurring themes – both in terms of business needs and employee desires. These themes can be subjects for broader training efforts across teams or departments.

Individuals should also be encouraged to explore subjects that interest them. That may mean pursuing a software certification or other credential. It may mean an introduction to another functional area or mentoring by an expert within the organization.

Develop metrics to measure progress toward goals. Finally, the organization needs to measure progress, both individually and as an organization.

Individuals will want to know how they’re progressing – and how much farther they have to go to reach specific goals.

The same applies to the organization as a whole. The more specific business goals can be measured, the more likely for upskilling to be seen as an investment in the future.

If you would like to know more about upskilling, please contact us.

===================================

People Development: Closing the Skills Gap With a Culture of Learning

Posted on October 12, 2023 by Rachel Burr

People development is the process of identifying the skills needed to achieve organizational goals, and designing learning, coaching, mentoring programs to meet those goals.

People development has become a critical need for organizations big and small. The tight labor market means that vacant roles involving critical skills are harder to fill, while business and technological changes mean that existing roles will need constant updating.

According to McKinsey & Company, the great majority of organizations will face a “meaningful skills gap” in the coming years. The causes are both technological and demographic. The upshot is that organizations wanting to “future proof” their business success need to make consistent, ongoing people development a priority.

Organizations need to not only develop their existing talent pool, but to “think outside the box” in terms of attraction and recruitment. That will include:

· Hiring for Potential: Finding candidates with the ability to master new skills will be as important as finding candidates with existing skill sets.

· Considering Non-Traditional Candidates: People with more circuitous career paths may be more adept at learning new skills and thriving in different environments.

· Looking for a Growth Mindset: Organizations will benefit from candidates who view personal development with a positive, open attitude.

People development will be key both in advancing the skills of an organization’s existing workforce and in bringing in new employees. This blog will examine several aspects of the process.

Creating a Culture of Learning to Spark People Development

Whatever development model an organization chooses, creating an environment in which learning and development are priorities – a “culture of learning” – is fundamental.

· Having top leadership and management on board is the first condition needed to create a culture of learning. Without advocacy at the top, learning and development is unlikely to gain traction.

· Setting organizational goals for people development is another way to cultivate a culture of learning. According to McKinsey, “best-in-class” organizations provide an average of 75 hours of training per employee annually. Some set “aspirational” goals well above that figure. Hours dedicated to development is a critical first step. More important, however, is assessing the impact of development on people and the business goals. Measuring the number of hours is easy. Measuring the impact is far more difficult, but also more critical.

· Setting aside a dedicated time and place for people development is another useful step towards creating a culture of learning, and making organizational follow-through more likely.

Organizational support and advocacy are the foundations for creating a culture of learning. By taking specific, practical actions, like those mentioned above, the organization demonstrates its commitment to people development.

Choosing Effective People Development Methods

The methods of providing learning and development opportunities include everything from online self-study, to formal classroom work, to on-the-job training and mentoring. Circumstances may dictate which methods are practical, but the organization will have choices to make in every case.

In Person v. Online Study: Studies show that in person learning is more effective than online or virtual courses, leading to better outcomes and greater retention. It is also the most costly training method, but may be appropriate to develop highly technical skills where the extra expense is more cost effective.

In many cases, due to the number of people to be trained or geographic challenges, online learning or self-study courses are the only practical solutions. Even in this situation, the organization has a choice in how to present the material.

“Segment of One” v. “Cohort-Based” Courses: Debate continues whether group (“cohort-based”) or individual (“segment-of-one”) courses are more effective.

According to the Academy to Innovate HR, employees prefer to study on demand, at their own pace, and show positive outcomes from that approach. The Harvard Business Review disagrees. According to the HBR, “cohort-based” group learning, with set schedules and milestones, produces better outcomes – partly as the result of group support and reinforcement.

Each organization will have to make its own decisions based on its unique circumstances. A combined approach may be best, but knowing the options available is the first step.

Practical and Experiential Methods: People development often comes through on-the-job training, mentoring, and coaching. Some other, less frequently mentioned development tools include:

· Job Rotation: A temporary assignment in a different functional area or business division to gain experience and perspective. Job rotation may be particularly helpful before a promotion to a senior management position.

· Peer Coaching: A process in which two or more colleagues work together to build new skills, or to consider solutions to problems in the workplace. Peer coaching is a special-purpose hybrid of the “cohort-based” and “segment-of-one” approaches.

· Targeted Training and Micro-Mentoring: Both of these are short duration, high effort approaches to solve specific problems or fill specific knowledge gaps. They require a short time commitment and can be an effective stopgap remedy where needed.

Designing an Effective People Development Program

Organizations have unique circumstances and needs. Each will benefit from different approaches to people development. In some cases, the organization may have a dedicated learning and development team to facilitate the process. In other cases, the organization may seek outside help to design a people development program.

However the process proceeds, each organization should regularly assess its business goals. The organization should then consider the skills needed to reach those goals, and the best way to close any “skills gaps” it finds.

Once the organization has decided on a course of action, the key to any people development program is regular monitoring and assessment, to find out what’s working, and to improve or discard things that aren’t working. Conducting follow-up assessments 30 to 60 days after the conclusion of a course or training session is especially useful in making that determination.

Developing an effective people development program with an overall people strategy will only become more critical as time passes. To “future proof” their business goals, organizations need to ensure they are taking specific, practical steps toward creating a culture of learning.

If you would like to learn more about people development, please contact us.

===================================

Boosting Employee Morale is Good Business

Posted on August 18, 2023 by Rachel Burr

Ways to boost employee morale include giving employees autonomy, recognition, appreciation, avoiding burnout, respecting work-life boundaries, etc., per Catamentum leadership coach Rachel Burr.

Happiness and fulfillment is what we all want, in life and at work. Work forms a big part of our individual identities – our sense of who we are and what we contribute to the world. Work is also an important source of social contact.

Being happy at work is good for business too.

Research consistently shows that high employee morale is associated with higher revenue and profitability. High employee morale is also associated with higher productivity and lower use of sick time.

This article will consider three simple strategies to boost employee morale to create a happier, more productive workforce and increase your organization’s bottom line.

Increase Employee Morale by Fostering Autonomy and Agency

People generally like to feel a sense of being in control of their lives and destinies, not a powerless bystander. A simple way to boost employee morale, then, is to provide opportunities for employees to exercise autonomy and agency in the workplace.

Autonomy and agency can take many forms. The American Psychological Association suggests several simple steps, such as

· Giving employees some control over their schedules and working hours;

· Allowing employees to manage how assigned tasks are accomplished; and,

· Giving employees a voice in decisions that affect them.

Another important way is to allow employees to use their natural strengths and talents at work. An easy way to find out what captures an employee’s passion and interest is by having a conversation. The next step is to support that passion and interest with career development and training, as needed.

Recognition, Appreciation, and Pitfalls Thereof

As the Harvard Business Review points out, recognition and appreciation are very different animals. Both can be beneficial. Each offers a different way to connect with employees to boost morale.

Employee recognition is essentially transactional. It rewards a job well done, a goal achieved, or a milestone met. The reward may be financial but not necessarily so.

Employee appreciation is the acknowledgement of a person’s inherent value, regardless of goals or milestones achieved. It can be formal or informal, public or private, according to the circumstances. It can be as simple as remembering a person’s birthday or giving a note of thanks.

Celebrating both outstanding performance and inherent value provides the organization with more ways to reach out and interact with employees – to show them you care. As Maya Angelou says, that’s what they’ll remember.

Paradoxically, some studies have shown that financial incentives can backfire as a reward for performance. For example, an analysis by the London School of Economics found that financial incentives can reduce an employee’s natural desire to complete tasks, and the pleasure they feel in doing so.

An article by the American Psychological Association also found that competition to achieve unrealistic performance goals can lead to cynicism and disengagement.

While we like to receive financial rewards, organizations should handle them with care.

Addressing Employee Morale by Dealing with Structural Issues Leading to Burnout

Organizations have been hit with a number of challenges over the past several years. We’ve been through the COVID lockdown, the “work-from-home” and “return-to-the-office” disruptions, and now a tight labor market.

These stressors and disruptions can lead to exhaustion and burnout among employees – which requires a look at deeper, structural issues, with people strategies. The Harvard Business Review emphasizes the effect on middle managers, but any employee can feel the burden of being stretched too thin.

When demand on employees outstrips their resources, here are some steps to take:

· Re-assessing the work assigned – ask whether each employee has the resources to keep up;

· Re-prioritizing the work – make a list of the top three priorities and consider removing outdated issues, or putting them on the back burner;

· Re-distributing the work – ensure that the burden is equally shared and that no individual is bearing more than their share. If budgets allow, consider bringing in outside help, whether temporarily or permanently.

Respecting work-life boundaries

Another issue is to look at working culture and working boundaries. If the work intrudes on employees’ personal lives, it can add to stress and contribute to burnout. Consider reinforcing the boundaries between working life and personal life.

For example, implement a “no email on the weekends” rule to make sure employees get some real downtime to recharge. Another possibility is to make vacation time mandatory. If vacation is required, employees may feel less inclined to skip taking time off because they’re “too busy.”

These are just some of the ways organizations can build employee morale for the good of both their employees and their bottom lines. The key is communication. If you would like more ideas to keep your employees motivated and engaged, please reach out.

===================================

Click here to book an appointment.

Use Executive Coaching to Tap Into Your “People Power”

Posted on February 22, 2023 by Rachel Burr

Executive coaching by Rachel Burr, Catamentum Leadership Coach, empowers individual leaders, teams, and organizations with people skills.

In these often challenging times, leaders and executives may wonder how to motivate and empower their employees. They want to improve employee engagement, encourage employees to take ownership, and help drive the organization’s success. Leaders want the best for and from their teams, but achieving that goal can be challenging.

Surveys show that employees want both greater empowerment and support from leadership.

According to a 2008 study by Google, employees said two of the most important qualities/skills in a manager were (1) being a good coach, and (2) empowering their team, rather than micromanaging.

In 2020 Gallup surveyed 1.2 million employees from nearly 50,000 businesses across 45 countries to understand what employees wanted from their managers. First and foremost, employees said the best managers are coaches. The Gallup survey found the best managers: (1) focus on team engagement, (2) leverage the unique talents of each employee, and (3) set clear expectations and goals. One big takeaway from the survey is that “The best managers talk to their employees and teams. A lot.” In other words, people skills are invaluable.

The question is how to turn the reciprocal wants and needs of both leadership and employees into shared success.

Executive Coaching Empowers Leaders with Functional Skills and People Skills

Good leaders develop their skills overtime, both through experience and by leveraging resources. Executive coaching is a key resource that can be a catalyst to enhance leadership, both through developing functional skills and people skills.

A newly promoted leader, or a newly onboarded executive, may have outstanding talent and drive. Managers may be promoted for their extraordinary technical skills and capabilities. Nevertheless, if leaders and managers lack the necessary people skills, they will struggle in their new roles.

In these situations, executive coaching helps leaders and managers close the gaps. Coaching helps a leader navigate the challenges of a new role, or helps established leaders navigate ongoing challenges, particularly related to people management, mindset, emotional intelligence (EQ), and skill development.

While executive coaches don’t have all the answers, they are trained to ask good questions and guide leaders through their development process.

People Skills Can Transform Leaders and Organizations

As the Google and Gallup surveys suggest, going beyond functional skills requires excellent communication and people skills. A leader may have superb functional skills and business sense, and may have achieved considerable success, without mastering people skills. To reach the next level, even successful leaders may need to scale up.

Developing better people skills can be as simple as learning to listen and giving constructive feedback. It can encompass examining mindsets, developing greater emotional intelligence, and nurturing connections among employees and teams across the organization.

When blind spots and limiting mindsets come up, executive coaching can lead to a process of self-discovery and transformation. Personal transformation can translate to organizational transformation, and form the building blocks for the next level of success across the organization.

Leaders who Learn People Skills Help Themselves, Their Teams, and Their Organizations

When leaders develop the skills and traits to empower those around them, everyone wins. Leadership is a team sport. Successful leaders ultimately serve their teams and work toward a shared goal. In short, leaders who learn people skills help themselves, their teams, and their organizations.

Rachel Burr is an executive and leadership coach with over 20 years of experience working with CEOs and the C-suite across all industries, in organizations of from 200 to 10,000 employees. Rachel holds dual master’s degrees in Organization Development and Clinical Psychology, as well as numerous certifications in the field of executive coaching. Rachel is a “people expert” who works with clients to unleash their leadership potential.To book an appointment visit: https://catamentum.com.