The Q&A of our webinar ended, let’s say, quite abruptly. However, we don’t want to leave your pressing questions unanswered. The answers to the remaining questions you can find in the format below. Questions that were already answered can be found in the recording of the webinar.
Which & how many companies were surveyed?
The survey was filled out by more than 100 companies. Those companies range in size between less than 100 employees and more than 1000 employees.
Do you see 'the liquid workforce' also in production environments (blue collar workers)?
This is a good question. The liquid workforce will take on a different structure in different environments. Nonetheless, we both work in a SaaS environment which is very different from a production environment. Our insights in the sector are minimal and therefore it wouldn’t seem fair to us to answer this question.
If anyone who is reading this has a better understanding of this matter, please let us know by mail or in the comments.
How does HR get a seat at the top table, especially in this difficult financial climate?
It needs to be clear on a high level that the actions taken by HR have an enormous impact on the company. Not caring for your people will eventually lead to more inefficiency and higher counts of turnover and absenteeism. This will harm the company as such that there will be practical as well as financial consequences.
HR needs to be at the forefront to enable employees and to evaluate and elevate how they feel. To get there, you could use data to back you up. Numbers often paint a bigger picture than words. Calculate the ROI of a strong C-level HR approach. Or try the opposite: show how much turnover or/and absenteeism will cost the company.
Wellbeing is planned to continue a very important role. What are you already doing to make wellbeing at the workplace real with concrete actions? Derived from HR data in the platform?
At Intuo we track the engagement of employees with the platform. Every week we get a little anonymous survey. Despite being anonymous, clear drops will be shown in the platform so managers can pick them up early.
The data that comes out of these surveys is used to open honest conversations. How many people are not feeling too well in the current set up of the company? How do employees rate their relation to their manager? This data is then used to personalize wellbeing. We regularly hold constructive 1:1’s that optimize the working environment to the needs of that specific employee.
At Officient we have a number of insights of all of our employees, based on the data available in the Officient platform. We track absenteeism, we have a clear overview of performance reviews, education, wage history,... All of this gives us a strong base to take meaningful actions. Is someone sick a lot? We’ll talk with them about eventual underlying issues. Is someone in need of a course? We’ll provide them with relevant options.
Next to these valuable insights, we regularly organize check-ins between the teamleader and the employee and we conduct moodchecks to measure energy and engagement. We give great values to this feedback and use it in how we operate the business. Since Covid, we are also planning company meetings on a more regular basis. In this (online) meeting everybody is present and we discuss what's happening in all of our teams and on a company level.
How can HR develop more diverse and inclusive skills?
Be open-minded and creative. Experiment with different set ups and solutions, both in your approach to people and your implementation of processes. Try to keep that range of options as broad as possible and see what skills, strategies, tools... fit best. It will rapidly become clear which skills are important and which need to be developed further. From there you can look at how the lack of skills can be filled in.
Listen, and then listen again. Someone already mentioned it in our chat: listening is the most important skill for HR professionals, and he isn't wrong. Your employees will either directly or indirectly tell you what they want and need. You need to find out and act upon it.
Arm yourself with analytics. Learn how to read and analyse data and how to effectively use it. This will vary depending on the impact or effect you're tracking. Therefore there will be diverse actions and approaches which require diverse skills. Repeating this process will eventually not only help you develop analytical skills, but also build a spectrum of skills needed by your company.
Are more organisations looking to de-couple performance management and pay?
We’ve shortly discussed this one during the webinar, but we would like to elaborate a little as we believe disconnecting performance management and pay is necessary. We would like to debunk the idea that one follows the other, while encouraging you to fully seperate the two into continuous conversation and salary negotiations.
Why? To get to the core of performance management. After all, linking performance reviews to pay raises brings in money as a directive factor. Employees will focus what they say towards the bonus or raise they might get, instead of being engaged in the evaluation. This is however a harmful side effect. Employees lose sight of what the performance review is actually about: their development, their milestones and ambitions, their place in the company.
Thank you for joining our webinar. In for more? Officient is hosting a webinar with Frederik Anseel on how we can achieve better management and an associated HR policy post Covid-19 (Dutch only). Unit4 Intuo is organizing a virtual conference on HOW to transform the work experience for your people and WHY that matters.