The ability to access people is becoming as important as keeping them.
With everchanging candidate demands, the fraying relationship between employees and employers makes it even more challenging to build a sustainable work model.
What's to come for the future of work? Entelo joined the stage with Deloitte, GLG, BrightRoll, and Bloomberg at the Milken Institute's Global Conference to find out. Here’s what we learned.
You can watch the full discussion here:
The Future of Work: How to Survive and Thrive Amid Creative Disruption
Nurture the relationship between colleagues’ networks to grow your human capital.
Help your employees build a personal board of advisors, a group of three to five people who are three to five years ahead in their careers. One of the keys to successfully scaling a company is by connecting your team to people outside the team and encouraging “guerrilla learning”, as BrightRoll SVP of People Beth Steinberg calls it – giving leadership positions to top performers who haven’t previously held management roles.
Entelo CEO Jon Bischke makes it a point to ask candidates about what they want to do after their role with the company because it gauges fit, communicates to them the team is looking for ways to build their career growth, and guides how he connects them to his network. Helping an employee grow a personal board of advisors drives new ideas and solutions to the company, bridges the skills gap to create a strong, future management team, and builds a referral network of potential hires. Take a top-down approach to emphasizing a strong focus on company culture and diversity to attract and retain the future workforce.
Prioritize hiring great people to build a successful, sustainable company.
All companies have the same challenge – finding the right people for the team. Companies who place talent acquisition at the top of their list of priorities are those who win the war for talent. One way to look at it? Give the same attention to recruiting candidates and growing your current team, and you’ll immediately notice the company’s shortcomings. Are candidates being treated like items or investments? What comes first – finding the best people or building a great product? Make hiring an executive conversation to find and retain the company’s success hinges on – talented people!
See one, do one, teach one.
This saying comes from a medical rubric of learning: visualizing, enacting, then passing on the knowledge. The student becomes the teacher. A team member becomes a leader. Drive upward movement within the company by building intimacy and a sense of camaraderie, rather than hierarchy, between employees and management through peer-to-peer conversations about the team’s growth and their own professional development. Companies have the responsibility of providing an environment where people want to stay and grow. Giving people the sense they’re central to the org’s mission is crucial to building connections between colleagues
Empower employees with control over their work-life balance.
There is no single solution to each company’s goal to provide work-life balance for their employees, and ultimately, the panel had different views on the issue. Does offering a part-time role, a telecommuting option, or alternative work hours create a more effective work structure? Or does it encourage a disorganized business model and disjointed culture?
Today’s workforce, namely Millennials, are expected to hold 15-20 jobs through their career, transforming the modern model of work – the relationship between time and a linear career path – to offer more flexibility to employees. In turn, companies are discovering an untapped labor force searching for a job that’s predictable and accommodates their preferred schedule. (Take ride-sharing companies like Lyft and Uber, for example, that allow their drivers to choose when to start and stop a shift.) Convenience becomes as much of a commodity for employees as it is for customers.
What else is to come for the future of work? Sound off and share your ideas with us!