22 Feb Agile management of human capital
Deloitte’s report on global trends in the field of human resources identifies three important contexts: the context of the workforce, workplace and the “world of work”. The essence of the changes may be best illustrated by the Astra Teller chart (published in Thomson L. Friedman’s book, “Thank You for Late”) which suggests that technology develops much faster than ability the corporate world to adapt to these changes.
Technology has been showing exponential growth for a long time, followed by individuals, and only after that public policy or institutions.
Representatives of the business sector feel these changes both on the business and the private plan.
Leaders in the field of business and human resources no longer function on the basis of old paradigms, but accept new ways of thinking, taking into account demographic and sociological changes on a global level.
What do employees say?
Employees at different levels independently seek for continuous improvement and dynamic careers. The Employment Portal “Glassdoor” reveals that one of the basic factors on which to base the brand of employers is the ability to “learn and advance”.
Only one-third of the generation of “millennials” (or generation “y” born in the 1980-2000 period) thinks that organizations properly use their abilities and skills, while 42% of them want to change the organization because they are not developing or progressing sufficiently fast.
In response, companies are increasingly nurturing a flexible approach by which individuals’ careers build on projects and assignments in relation to the former “rigid” hierarchical structure of promotion.
About 40% of “Millennials” think their career in one area will last 5 years or less.
Change of mindset
Nowadays, modern-day organizations advocate a culture of development that enables employees to move from position to position, in order to finally find a “lifeline” or job in which ones are best. Unlocking “human potential” is a process of learning and “teaching.”
In order to accept new ways and skills that build the skills that help us deal with challenges, it is necessary to forget the outdated models that do not use us anymore.
The model of management in complex and unstable times VUCA – Volatility, Uncertanity, Complexity, Ambiguity as the controversy for personnel management proposes the opposite VUCA value (Vision, Understanding, Connected, Agility) or VISION (the intention to create a future) RESPONSIBILITY (ability to stall, observe, and listen to), CONNECTION (which makes it possible to find meaning in chaos) and AGILITY (the ability to understand, adapt or innovate in the context of changes
Agility is often seen as one of the key elements through agility in managing change, mental agility, agility-oriented results, agility in interacting with people.
Presentation „Leadership Academy Amsterdam“ ( source POSAO.ba)
When we are speaking of an agile approach to leadership, agility is usually viewed through three aspects: agility in learning, agility in accepting innovations from the perspective of human management and strategic agility, which implies rapid and efficient management of the organization through planning and flexibility in execution without losing focus on key tasks.
It is considered that it is very important to establish a system of effective mutual coordination through support, exchange of experiences, knowledge and ideas through social networks, but also in the real world and interpersonal interaction.
Dragana Aleksić – Matić
HR Manager