Preparing your business for rapid transformation

The way we work has, is, and will always be changing—that is the only constant. New communication capabilities are enabling both remote workers and those who choose to work in the “gig economy” to stay connected despite being geographically dispersed.

Automation has long saved workers valuable time on mundane tasks, such as data entry and transcription, but the leaps in new interface techniques such as RPA and voice recognition promise new levels of efficiency not yet dreamed of. As our work continues to evolve, employees’ expectations of their employers are growing. I just finished a webcast where we talked about the notion of “micro-moments” and how our people are listening for clues in every interaction. Modern workers are looking for organizations that offer them flexibility, autonomy, and purpose. To borrow a phrase from Daniel Pink, they crave a “talent experience” that is both meaningful and transformative.

Businesses face the same pressures but from a variety of places. Change is constant, and their business models need to adapt to the competitive environment they find themselves in. As a result, and a real byproduct of market pressures, most organizations find themselves compelled to transform their systems and processes to meet the growing needs of the modern workforce. Employees whose needs are not met may look to leave their roles and in a hurry. Labor force statistics emphasize this point: a U.S. Department of Labor report (JOLT) in early 2019 put voluntary quit rates at an all-time high. Employers must be muttering to themselves, “You’re leaving? You just got here.” In an era of employee ghosting, we need to rethink our interactions and our commitment to that employer brand promise.

Let’s be clear. Successful business transformation is no easy feat. People play a central part, but it requires some legwork on the part of all our leadership, including the HR teams. We are all responsible for helping to identify transformation opportunities by focusing on the intersection of technology (e.g., which systems are working well for employees, and where might there be room for improvement?), processes and people, and ensuring that the skills, behaviors, and cultural changes stick in the “new” new world we find ourselves in.

Finding an opportunity for change is just part of the challenge, however. An even greater obstacle? Many organizations lack the knowledge and structure to transform effectively, meaning they don’t always have the resources to empower employees to reach their full potential. According to a report from McKinsey, less than 30% of organizations succeed in their transformation efforts. So how can your organization beat the odds? It comes down not only to investing in the right technology but also to making sure your people are

open to change.