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Jan 7, 202001:05 PMProgressive HR

with Coreyne Woodman-Holoubek

Redefining HR for 2020 and beyond

(page 1 of 2)

Not only is a new year upon us but also a new decade, and our world is propelling us forward to reach new heights in business, talent, and social awareness. On the first full week of the new year, I would like to share some Progressive HR visions with you from influencers across Wisconsin. It was a pleasure to collaborate with each of my contributors.

Impact skills will lead, and your ‘boss’ may be a robot

Derek Deprey, director of people, Wisconsin Athletic Club

“According to the 2018 McKinsey Global Institute Workforce Skills Executive Survey, between 2016 and 2030, demand for social and emotional skills will grow across all industries by 26 percent in the United States.

“In 2020, we need to stop calling these skills ‘soft skills’ or ‘non-cognitive skills,’ as this implies that they are easy and don’t need to be a priority. Let’s call them ‘impact skills.’ Leadership development must be explored and utilized more than ever to ensure the focus is on impact skills and that the leadership lid of people stays above bots. You’ll survive if you are an engaging, compassionate, and inspiring people-leader. However, average and below average ‘managers’ will be replaced by robo-bosses who will save the day for the two-thirds of employees who are miserable at work due to poor management.

“What is a robo-boss? A manager that runs on code, such as your computer, phone, or Alexa, and is capable of doing many tasks and processes that managers have always done. Don't believe me? According to Oracle and research firm Future Workplace, 93 percent of workers would trust orders from a robot.

“The future of leadership, however, is not robots or people. Instead, the future of leadership is smarter people because of the collaboration of people and robots, and the use of AI to build our impact skills and empower our employees and workers.

“AI must have a seat at the table. With the help of AI, employees will become accountable to each other in a flattened organizational structure. Leaders will become the true coaches and mentors that we’ve always wanted. By the end of the new decade, leaders might even be freed to solve real-world problems, like curing disease, minimizing poverty, and solving world hunger.”

DEI is the forefront of business strategy

Kingsley Gobourne, diversity, equity, and inclusion coordinator, UnityPoint Health-Meriter

“It’s no secret that the demographics of the U.S. workforce are changing. Based on U.S. Census data, since 1980 the white workforce has declined from 82 percent to 63 percent, while the minority workforce has doubled from 18 percent to 37 percent. In a time of low unemployment, if you have any expectation of hiring and retaining an effective workforce, it will be critical to have a robust diversity, equity, and inclusion (DEI) plan to ensure your workplace is a welcoming, inclusive environment that truly creates a sense of belonging for all.

“A strong DEI strategy considers more than just typical HR functions around recruitment and engagement. To be truly successful, your DEI strategy needs go beyond recruitment, to encompass and reflect your environment and your customers.

“As well, to keep DEI initiatives at the forefront and moving forward, many organizations should move to creating DEI roles within their organization to help build and lead their organization’s long-term strategy. In fact, data from Indeed recently reported that DEI-related job postings were up 25 percent just from 2018 to 2019. This trend continues into the next decade and beyond.

“Those organizations that holistically embrace DEI in 2020 will be the same companies we see succeed throughout the new decade. According to a 2015 McKinsey report that looked at 366 companies throughout the Americas and the United Kingdom, there’s a strong correlation between diversity and profitability. In fact, companies in the top quarter for racial/ethnic diversity are 35 percent more likely to do better financially than their peers, and those with more gender diversity were 15 percent more profitable.”

We will invest in our under-recognized talents pools to gain advantage

Leia Ferrari, talent placement manager, i.c.stars|*Milwaukee

“In 2020, Wisconsin employers have a huge opportunity to tap into ‘our own’ when it comes to talent attraction and retention. Apprenticeship is the name of the game.

“In 1911, Wisconsin was actually the first state in the union to adopt legislation around apprenticeship. One hundred-plus years later, it’s time for companies in the tech sector to adopt apprenticeship as a means of growing their own highly skilled employees in this rapidly growing field.

“The structured on-the-job training of apprenticeships makes high-paying jobs accessible to individuals who lack the resources to attend college. Offering a practical work experience in-house — at a subsidized cost to employers, thanks to tax credits — leads to technicians who have experience in a specific employer’s line of work, making their workforce contributions even more valuable. According to the Wisconsin Department of Workforce Development, for every dollar spent on training an apprentice, employers earn $1.50 back. Talk about positive ROI!

“As the student-debt crisis looms and tuition prices continue to rise, it makes sense for employers to remove degree requirements in favor of practical work experience. In 2020, I encourage employers in Wisconsin to leave degree requirements in the past. Instead, consider developing apprenticeship programs to invest in talent — this makes your talent acquisition strategy more inclusive and accessible, a win for all jobseekers in the state.”

(Continued)

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About This Blog

Coreyne Woodman-Holoubek is a CHRO with over 17 years of global business and human resource leadership expertise, living and working in the United States, the United Kingdom, and Spain. Coreyne has an B.A. in International Business from the University of Brighton, UK, a B.A. in Spanish Linguistics from the University of Wisconsin–Madison, and a post-graduate degree in Human Resources from the University of Plymouth, UK. She is a passionate progressive human resource business professional, and is best known for her work as co-founder of Contracted Leadership, and as president of Disrupt Madison and Disrupt Milwaukee.

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