Digital Transformation: To make digital strategies truly successful, employ a human-centric approach.
As a business professional, today it is very easy to rationalize your digital transformation into play. This not only allows for better productivity and cost-savings, but is an essential strategy in the face of the current COVID-19 crisis and consequently forced work / purchase-from-home setup. However, this change is more than just establishing network security or digging out your printer. Your entire organization has to support change, help everyone develop the new capabilities they need, and understand the impact on the culture or structure of the business. And in that sense, successful digital transformation is about 100 percent The people.
Prior to the epidemic, leaders understood that digital transformation was inevitable, and they decidedly planned change. But those plans were not one-size-fits-all. Each business set its budget and pace based on industry and company specifics, and in many cases, the strategy was a gradual progression to new equipment and methods of operation.
Then came COVID-19. Things Was To move. With local and state governments’ lockdown and general social distance measures, the physical office was no longer notable for thousands of businesses. Many companies had to pivot in a remote environment in just a few days.
There is no doubt that it was stressful for everyone involved. But out of necessity, people responded. They find out what will work, at least temporarily, and they begin to realize that their digital shifts should not be so gradual or wait. In this way, although companies worked with employees, partners, and stakeholders to increase digital adoption before the virus hit, the epidemic served as a positive catalyst, making remote work more rapid It helps to do. There is no other option, but to serve customers through an almost 100 percent digital experience, they had to adapt quickly – and they did.
Strategies to keep pace
COVID-19 gave companies a broader push towards digital transformation. But now that we have had this initial push, it is important to keep moving forward. We must understand the difference between our companies’ current performance and capabilities and they need to stay in the market to stay competitive.
Perhaps the biggest secret to avoiding backslides is development. Talent agility. In an article for Nick Gidwani, talent defines agility Pathgather As “the ability of a company to quickly and cost-effectively change the structure of talent within the organization. It takes into account all the levers that are necessary for talent creation and development: learning and development, talent Achieving and maintaining, and achieving them. “The more agile your talent pool is, the more consistently your business shapes itself to face new market challenges, offer new products and services, and stay away from competition. can give.
There are six key aspects of talent agility that you should embed in your organization to keep pace with your digital transformation over months and years:
Your people are embracing change.
Although workers in some industries are more concerned than others, Pew Research found that 65 percent of Americans expect robots and computers to outperform people who do the job. The CNBC / Survey Monkey poll also indicated that more than a quarter of workers (27 percent) say they are worried that their jobs will be terminated by technology within the next five years. Feeling threatened in this way is hardly good for morale or productivity. By providing support for digital adoption and helping them understand and take ownership of change, you will control fear in your workforce and encourage collaboration rather than constellation.
Your assignment may have changed.
Many companies are rethinking responsibilities and even adjusting the size of their workforce as they see the future of COVID-19. So it is important to help people recognize the part they play and how they value creation and ensure that the workload is genuinely balanced regardless of what is happening.
You may need to upskill to address talent shortages and skill gaps.
Remote strategies and tools often require different skill sets than those in a traditional office or infrastructure. You may need to accept that some or all of your employees are not equipped just to make recovery or to accelerate growth. Make sure they have the training and opportunities they need to thrive in a new environment – rather than assuming that they can no longer work.
Your work culture must have changed.
Remote work presents new benefits and challenges that can affect your entire company’s environment. As part of your ongoing retention strategy, work consciously to ensure that people are not afraid to ask questions or challenge existing ideas and that they are all committed to the same values and priorities.
You need to strengthen employee engagement.
The link between learning, engagement, and retention is clear: Deloitte found that engaged employees are 87 percent less likely to leave their organizations. You have to find new ways to make sure that people are interested and happy even when they are not in the office and want to participate in work activities later.
Your workforce is diverse and cross-functional.
Leaders thought that homogeneous teams were easier to manage. But the similarity between members created biased patterns of problem-solving. Developing agility of talent requires cross-functional, collaborative teams to be idealized and abandon the silo mentality.
Some degree of employee pushback during a significant change such as the current digital changeover is normal, if only because there is some comfort in the familiar. But there is no going back. The world is changing and evolving, and it is up to us to change with it. Instead of overdoing pushback or controlling you, to come forward, intentionally build a customer and employee-centric culture that allows you to pivot based on needs.