One of the
key messages from SHRM at this year’s conference is the importance of creating workplace
flexibility. After attending the
conference, I’m convinced that this is just one part of the picture. The larger need is to create organizations
that can adapt to the new workforce and work place – and that requires organizations
to adapt to technological innovations.
But based on the conversations and content from the conference, it
appears most organizations have a long way to go to truly embrace the possibilities
of the 21st century working world.
Over the
next few blog entries, I will deviate from my standard approach of providing
new data and thoughts on performance management. Instead, I will discuss the trends that jumped
out at me from the conference, and my analysis and reactions to them.
Impression #1: Lack of Clarity on How to Manage Technology
Implications
There were
numerous sessions on technology, with titles like “My Space or Your Space: Workplace Privacy
in the Age of Electronic Communication” and “Social Networking in the
Workplace: Untangling the Web of Employer Risks, Employee Rights, and
Management Best Practices.” This was in
response to the fact that most HR organizations state that they do not have a
social media policy. Much of the
commentary in these sessions was about controlling social media. There was much less conversation about using
it as an enabler to greater collaboration and productivity or to turn every
employee into a brand ambassador. It is
clear that more education is needed on the power of social media for good and the
self-regulating nature of many online communities.
The
challenge with technology implications was not limited to social media,
though. Technology enables remote and
work-from-home options (critical to work flexibility)– but most HR
organizations are not effectively supporting those employees. According to a session I attended on
“Leading, Managing and Working Effectively in the Virtual Organization,” the
most common support for remote workers is simple policies and procedures. Very few organizations provide training on
how to communicate effectively, work productively in a remote environment, and
remain engaged with their work. Further,
most organizations do not engage in conversations with remote employees about
how to ensure they will succeed and be promoted in a way similar to co-located
employees. Workplace flexibility will
remain an HR initiative until these fundamental needs are addressed.
One
organization that has worked to address this challenge is Deloitte. As Barb Arth mentioned in a previous blog,
Deloitte has created the Corporate Lattice model, which is designed to enable
employees to have different ways to work, participate and move through their
careers. Most importantly, the Corporate
Lattice gives the organization a language to use to discuss the challenges and
solutions of career/life fit. Within the
next few months, we will publish a case study on exactly how Deloitte
implemented that model and how this is enhancing workplace flexibility.
Look for SHRM Impression #2 in the next few days.
~Stacia