Name: Top talent trends in a disrupted world
Uploaded: 2023-11-15T12:26:53.365Z
Duration: 336.92

Top talent trends in a disrupted world V3.mp4

Top talent trends in a disrupted world V3.vtt

English

{{00:00:00}}
So at Disruptive HR, we talk
about three key trends that we're

{{00:00:03}}
seeing HR teams working with.

{{00:00:06}}
That's summed up by our EACH
framework, which is employees as

{{00:00:09}}
adults, consumers and human beings.

{{00:00:17}}
So every company is facing all
sorts of disruption, which has an

{{00:00:21}}
impact on the talent piece, right?

{{00:00:23}}
So whether it be through digital
technology, whether it be changes

{{00:00:28}}
in the competitive landscape, it's
changing expectations in the workplace,

{{00:00:33}}
there's obviously been the impact of
COVID, there's financial profitability

{{00:00:38}}
issues where cost of living crisis
and the geopolitical situation.

{{00:00:42}}
You could go on and on and on,
couldn't you, about all the changes

{{00:00:45}}
that are there, but what we've
seen is that every organisation

{{00:00:49}}
is trying to achieve four things.

{{00:00:52}}
They're trying to be more agile,
to cope with the pace of change.

{{00:00:56}}
They're trying to be more
productive, to stave off and

{{00:00:59}}
cope with financial volatility.

{{00:01:03}}
They're trying to be more collaborative
because those departmental geographical

{{00:01:09}}
boundaries don't make as much sense
anymore, and they're trying to be

{{00:01:13}}
more innovative to cope with the pace
of change and retain market share.

{{00:01:19}}
So those four things agile, productive,
collaborative, innovative, the things that

{{00:01:23}}
every organisation is trying to achieve.

{{00:01:26}}
And of course, that means that
they're trying to work with the

{{00:01:30}}
same people who were there before.

{{00:01:32}}
or attract new people and
get them to work in new ways.

{{00:01:36}}
To achieve those four
things and that's difficult.

{{00:01:44}}
So at Disruptive HR we talk about three
key trends that we're seeing HR teams

{{00:01:49}}
working with that's summed up by our EACH
framework, which is employees as adults,

{{00:01:54}}
onsumers and human beings and really
what they that the EACH model does is

{{00:01:59}}
kind of summarise those new approaches to
talent management and people leadership.

{{00:02:04}}
So employees as adults, fairly obviously
treat them like grown ups, let them

{{00:02:09}}
run their own career and manage their
own performance rather than it being

{{00:02:13}}
something that's done to them, making
sure that we're not being the nursemaid

{{00:02:19}}
or compliance officer in HR, but we're
actually thinking about How we can enable

{{00:02:24}}
people to do their best work, how we
can empower them, treating them as grown

{{00:02:28}}
ups, light touch principles rather than
prescriptive policies, for example.

{{00:02:33}}
So that adult to adult piece, the
second trend then is moving away from

{{00:02:37}}
one size fits all to instead be much
more, consumer-like in our approach.

{{00:02:43}}
And it's about how can we accommodate
and cater for individuals needs, wants,

{{00:02:49}}
preferences, different ways of working,
different ways of communicating.

{{00:02:54}}
So it's that consumerisation of the
workplace is the second key trend.

{{00:02:58}}
And then the final one is human
employees as human beings.

{{00:03:01}}
And that's really about us challenging
those old, tired processes that were

{{00:03:07}}
typically designed by HR because
we didn't trust managers to manage.

{{00:03:12}}
And instead.

{{00:03:13}}
Really thinking about the human
being at the center of it.

{{00:03:17}}
How do human beings learn?

{{00:03:18}}
How do human beings
improve their performance?

{{00:03:21}}
What might encourage them
to try something new?

{{00:03:23}}
Major changes to process, design,
putting human right at the heart.

{{00:03:34}}
So taking action and changing all this
stuff, of course, is not simple, right?

{{00:03:39}}
It's complicated, and it can be very
challenging, particularly if we're

{{00:03:43}}
not feeling overly confident, or we're
perhaps feeling that we're not listened

{{00:03:47}}
to, that we don't have the level of
influence and credibility that we'd

{{00:03:50}}
like, or if we're just exhausted, right?

{{00:03:52}}
So most of us are just completely
exhausted, and doing a very busy role.

{{00:03:58}}
There's not always that time to
take a step back and think, how

{{00:04:02}}
can I do things differently?

{{00:04:04}}
What we see is where HR teams are
successful in putting in place new

{{00:04:10}}
approaches, challenging what they do.

{{00:04:13}}
They're pretty good at thinking about
agile product design approaches, so

{{00:04:20}}
they will pilot, they'll experiment, you
don't always have to go wholesale, they

{{00:04:25}}
will recognise that it doesn't always
have to be perfect, so this concept of

{{00:04:29}}
minimum viable product or MVP is kind
of just a fancy way of saying just

{{00:04:36}}
actually just do something, get some
feedback and then iterate it, right?

{{00:04:40}}
So you're making sure that you're getting,
you're being responsive to customer needs.

{{00:04:45}}
So that minimum viable product
approach, piloting, experimenting.

{{00:04:49}}
I think also don't worry about
your biggest resistors initially.

{{00:04:53}}
You can come back to them later.

{{00:04:54}}
They're always going to be there.

{{00:04:56}}
But focus on the early adopters, the
ones that might be a little bit more

{{00:05:00}}
curious, a bit more open, work with them.

{{00:05:03}}
We've all got two or three managers
that might be open to doing it.

{{00:05:06}}
Sometimes actually HR using itself as the
place to experiment can be really good.

{{00:05:14}}
Because actually if we can say,
'look, it worked for us', then

{{00:05:16}}
that there's no better way of, of
actually going out and selling it

{{00:05:20}}
and marketing it to our leaders.

{{00:05:22}}
So I think it's about starting small.

{{00:05:24}}
Trying something out, work with
our early adopters and don't

{{00:05:28}}
worry about it being perfect.

{{00:05:29}}
Just give it a go.

So at Disruptive HR, we talk
about three key trends that we're

That's summed up by our EACH
framework, which is employees as

So every company is facing all
sorts of disruption, which has an

So whether it be through digital
technology, whether it be changes

in the competitive landscape, it's
changing expectations in the workplace,

there's obviously been the impact of
COVID, there's financial profitability

issues where cost of living crisis
and the geopolitical situation.

You could go on and on and on,
couldn't you, about all the changes

that are there, but what we've
seen is that every organisation

They're trying to be more agile,
to cope with the pace of change.

They're trying to be more
productive, to stave off and

They're trying to be more collaborative
because those departmental geographical

boundaries don't make as much sense
anymore, and they're trying to be

more innovative to cope with the pace
of change and retain market share.

So those four things agile, productive,
collaborative, innovative, the things that

And of course, that means that
they're trying to work with the

or attract new people and
get them to work in new ways.

To achieve those four
things and that's difficult.

So at Disruptive HR we talk about three
key trends that we're seeing HR teams

working with that's summed up by our EACH
framework, which is employees as adults,

onsumers and human beings and really
what they that the EACH model does is

kind of summarise those new approaches to
talent management and people leadership.

So employees as adults, fairly obviously
treat them like grown ups, let them

run their own career and manage their
own performance rather than it being

something that's done to them, making
sure that we're not being the nursemaid

or compliance officer in HR, but we're
actually thinking about How we can enable

people to do their best work, how we
can empower them, treating them as grown

ups, light touch principles rather than
prescriptive policies, for example.

So that adult to adult piece, the
second trend then is moving away from

one size fits all to instead be much
more, consumer-like in our approach.

And it's about how can we accommodate
and cater for individuals needs, wants,

preferences, different ways of working,
different ways of communicating.

So it's that consumerisation of the
workplace is the second key trend.

And then the final one is human
employees as human beings.

And that's really about us challenging
those old, tired processes that were

typically designed by HR because
we didn't trust managers to manage.

Really thinking about the human
being at the center of it.

How do human beings
improve their performance?

What might encourage them
to try something new?

Major changes to process, design,
putting human right at the heart.

So taking action and changing all this
stuff, of course, is not simple, right?

It's complicated, and it can be very
challenging, particularly if we're

not feeling overly confident, or we're
perhaps feeling that we're not listened

to, that we don't have the level of
influence and credibility that we'd

So most of us are just completely
exhausted, and doing a very busy role.

There's not always that time to
take a step back and think, how

What we see is where HR teams are
successful in putting in place new

They're pretty good at thinking about
agile product design approaches, so

they will pilot, they'll experiment, you
don't always have to go wholesale, they

will recognise that it doesn't always
have to be perfect, so this concept of

minimum viable product or MVP is kind
of just a fancy way of saying just

actually just do something, get some
feedback and then iterate it, right?

So you're making sure that you're getting,
you're being responsive to customer needs.

So that minimum viable product
approach, piloting, experimenting.

I think also don't worry about
your biggest resistors initially.

But focus on the early adopters, the
ones that might be a little bit more

curious, a bit more open, work with them.

We've all got two or three managers
that might be open to doing it.

Sometimes actually HR using itself as the
place to experiment can be really good.

Because actually if we can say,
'look, it worked for us', then

that there's no better way of, of
actually going out and selling it

Trying something out, work with
our early adopters and don't

Disruptive HR

Trend

From changing employee expectations post-covid to the threat posed to work styles by AI, every company is facing disruption from a number of sources. Navigating this uncertain time is difficult, but by better understanding and responding to employee concerns, businesses can emerge stronger. Lucy Adams, CEO of Disruptive HR, outlines the top talent trends today and explains how companies can thrive in spite of today's disrupted world.


Future of Work

Employee wellbeing

HR tech, future of work

work-life balance

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xsmall_Lucy-Adams-Photo--53e7b197194a77dd6338c8bea630dee8.png

Lucy-Adams-Photo--53e7b197194a77dd6338c8bea630dee8.png

Lucy Adams

CEO of HR Disrupted 

Adams highlights the various ways in which employers are being challenged by broader cultural shifts whilst also aiming high themselves.


Today's disrupted world

Adams explores the three emerging talent trends today using her EACH framework.


Emerging talent trends

Adams urges companies to start small in their approach, discussing the practical actions one can take to succeed in an uncertain landscape.