Nearly every company in this year’s survey is actively embracing change. In fact, 99% of companies are taking action to prepare for the future of work (Figure 5). But HR silos such as talent acquisition, compensation and benefits, mobility, and learning — often with their own priorities — can create a fractured employee experience and distance the people agenda from emerging business needs. An integrated people strategy anchored in the organization’s priorities can close that distance and help drive value in shifting times.
While the business planning horizon may be shortening, the time it takes to develop
S T A B I L I T Y T O E N A B L E A G I L I T Y
I N T E G R A T E D P E O P L E S T R A T E G Y
In the last few years, organizations have turned to restructuring to drive value. In fact, over 90% of companies were planning organizational redesigns in 2017 and 2018.3 Major redesign efforts, however, often lead to short-term performance volatility and do not guarantee a return. Nearly one-third (30%) of companies believe they are able to change at speed, up from 18% in 2018 (Figure 4), but as companies move toward flatter work structures and more agile work cultures, the advantages of restructuring diminish. Leading firms are now aligning their change efforts to a few anchor points where they believe future value will be
30%
Nearly 2x more confident than last year!
FIGURE 4. MORE COMPANIES THAN EVER BELIEVE T H E Y H A V E T H E A B I L I T Y T O C H A N G E @S P E E D
strategic competencies and specialized skills is not. An integrated people strategy is critical and accounts for the time it takes to build the leadership, culture, competencies, and skills needed for future competitive advantage. Taking a long-term view of people needs to inform short-term decisions can help rally the organization around a few strategic bets. These may include moving people to business areas with greater return, experimenting with new technology, moving an office closer to vital talent pools, or investing in non-traditional talent by creating new pathways into skilled jobs. High-growth companies are four times more likely to have an integrated people strategy in place.4
generated — be it through new products or service lines, new strategic partners, or critical new competencies. The move to more team and project work is an enabler of this trend.
People need to be inspired by their company’s direction and remain committed to the organization during workplace changes. This means putting a few stakes in the ground and aligning resources to enable focused execution. Having clarity on the actions that companies can take today that will deliver enhanced value is key to leading through change.F I G U R E 5. 99% O F C O M PA N I E S A R E TA K I N G A C T I O N T O P R E PA R E F O R T H E F U T U R E O F W O R K
52%
Identify gap between current and required skills supply
51%Develop a future-focused people strategy
48%Adapt skill requirements to new technologies & business objectives
45%Revise the workforce plan to close skills gaps
45%Identify how employees may support or disrupt changes
6A L I G N I N G W O R K T O F U T U R E V A L U E
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