How to attract the employees of the future.

Almost every industry has undergone an expedited digital and human transformation in the past few years as companies adapt to delivering through COVID. Tech projects that were loosely flagged for future dates have been brought forward to enable business continuity. New systems not even considered two budgets years ago are now well embedded. Employees are working in ways some thought would never be an option. Couple with this, there has been a realisation that thriving employees are vital to economic recovery.

Concurrently, the ‘turnover tsunami’ – as it’s aptly been named – has been prompted by people re-evaluating what they want from their job, with a new pandemic-coloured filter. What made a company attractive two years ago may now have changed. What made an employee satisfied in their role, may no longer satisfy them. This shift is so immense that some companies – and not just draconian ones but companies perceived to have great employee brands - are seeing long-standing employees leave with no job to go to. Quit culture is real and while it will not affect every workplace, it is just another concerning impact of the pandemic for HR.

The expected ‘Great Resignation’ has encouraged many to re-think their employee brand, their EVP and how they go about attracting and retaining talent. While this review is currently in progress for companies, there is emerging data to help guide HR teams through this tumultuous period.

Insights: The future of talent management.

Citrix conducted a year long study with HR leaders and knowledge-based workers to identify their vision and priorities around the themes of diversity and inclusion; digital nomads, connecting in a dispersed workplace and employee development and well-being. The study, which they named Talent Accelerator, included 2,000+ employees and 500 HR Directors across companies in financial services; healthcare and life sciences; telecommunications, media, and technology (TMT); professional services; manufacturing; and retail.

The outcome can act as a guide to shape how we approach the future of work, limiting the impact of the oncoming talent shortages.

Digital nomadism is the new norm.

Total flexibility is an imperative with an overwhelming 88% of employees agreeing that it’s a defining factor in looking at work roles. It is envisioned that companies will have to adopt human-led flexibility allowing employees to prioritise life out of work, in order to attract the best talent. 76% of employees stated they would put lifestyle first and even consider a less pay for more balance, with 83% agreeing that the future will include work hubs in rural areas as people leave cities given the ability to work remotely.

Companies will need to meet employees where they are and accept that employees are working to live, not living to work.

The future is diverse.

The spotlight will continue to shine brightly on diversity with 86% of employees considering increased diversity will be important as roles and required skills change – although this factor is viewed as less important by HR leaders with only 66% agreeing. Around three quarters of respondents agreeing that location bias will be disappear as companies adopt a ‘work from anywhere’ model. Neurodiversity will play an increasingly important role in providing a competitive advantage, with 69% of leaders and 78% of employees citing this as a key factor.

Companies will need to have transparent, honest metrics around diversity, including gaps, and share the plan to address any deficiencies.

Productivity equals results.

86% of employees want companies to re-define how they measure productivity with a focus on outcome, not output. While only 69% of HR leaders say this is current practice for the company and only half agreeing productivity would increase with a more trusting relationship between employee and leadership team.

There is still a way to go in adapting to performance management of remote teams. Leaders will need to address how to accurately determine results without the burden of pressure many employees have felt through the lockdown periods.

Employee development and wellbeing.

With the overwhelming acceptance that the workplace is now undeniably employee-centric, comes positive sentiment towards career development and wellbeing. According to 83% of employees and 67% of HR directors, ‘career agility’ will be enabled like never before in the flexible future model.

Personalised technology for learning and connection will play a key role with HR leaders agreeing that having collaborative solutions in place will be an important factor in securing top talent. 88% of employees say this is part of the consideration when looking to change roles.

So how can you adapt your approach to talent management to combat the oncoming talent wash-up?

Find talent where the talent is, not where you are.

Broaden your focus when it comes to recruiting. With limitations on locations and work format all but gone for knowledge-based roles, look in places you may not have looked before to find talent that will level-up the company’s creativity, innovation and productivity. Consider not only hiring globally, but those who may come from other industries, generations or those who aren’t working as they want part time roles that are not available today.

Focus on upskilling and development.

New expectations or whole new ways of working, provoked by the pandemic, have created new priorities and opportunities, and in some case, completely new roles within companies. Upskilling and re-skilling will not only give your team a much-needed motivational boost, but will position the company to thrive in the job market and the future.

Companies that focus on learning will emerge as industry leaders, attracting the best minds in the business. Those that don’t, will struggle to meet demands as we come out of this phase.

Prioritise collaboration and connection.

With remote work now a given, collaboration and connection is critical for future success. Companies will need to continue to leverage technology that brings people together, bridging any geographic gaps.

Keeping your team connected, breaking down hierarchical barriers and ensuring all employees feel connected to each other and the company goals, will see a range of positive outcomes for the company.

The pandemic has changed work in ways we never could have envisaged. Companies now need to understand and prioritise the expectations of their future employees, embracing a flexible, remote, tech-led model. Leaders need to accept that in allowing employees to thrive as people, in a culture of trust and connection, results across the board will flourish.

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