HR Bulletin Volume 129

HR BULLETIN

essential traits every leader should have in 2023

Leaders need to play a bigger role in the new hybrid workplace by continuing to foster psychological safety, collaboration, trust, and most importantly transparency

2022 was the year we were all supposed to return to our offices in full force. However, the reality seems very different. Most big cities still have offices that continue to stay empty half the time. Bloomberg journalist Sarah Green Michael says, “The office seems to have become a place we are always returning to but never quite arriving”. Hybrid work is here to stay, just like hybrid leadership.

Last year was also the year of learning how to adapt, to pivot from the great resignation to the great reshuffle, and to the present-day term of what many refer to as “Quiet Quitting” Leaders need to continue to build high levels of resilience in themselves and their teams by taking charge of how they think about crisis and adversity

Clearly, our assumptions have been challenged, and our socio-economic fabric has been upended and altered in unimaginable ways. While we may get nostalgic for the old normal, we know it’s not coming back. Our success as leaders lies in adapting to this new normal, in embracing these lessons, and in constantly integrating them into our leadership arsenal as we move forward.

For me, 2023 is the year of putting people at the centre of all that we do as leaders. Our employees, customers and partners. Here are eight leadership lessons to embrace in 2023 and beyond.

Resilience

Leaders need to continue to build high levels of resilience in themselves and their teams by taking charge of how they think about crisis and adversity Resilient managers have to be nimble and show swiftness in taking decisions (even when they do not know the answers) and move from analysis to a plan of action (and reaction) The best leaders use crisis as an opportunity to flatten leadership and delegate decision-making for greater agility

Complexity consciousness

This mindset change requires leaders to shift away from complicated thinking and consciously inculcate complexity consciousness. An HBR article defines complicated problems as those that require linear thinking these problems can be predicted or avoided because we have experienced them before. In stark contrast, complex problems cannot be predicted and the path to getting there resides in the realm of the unknown. One way to do that is by constantly seeking diverse opinions, and giving people a voice

Digital literacy

Automation, artificial intelligence, cloud computing and data analytics etc are emerging digital competencies leaders giving them a competitive edge by boosting innovation Leaders that stay updated by embracing new technologies and who encourage their people to do the same will be truly ahead of the game

Listen and empathise more Leaders need to listen more to their people Active listening is about listening to assimilate, and not listening to react Employees need to know that leaders understand them and most importantly they care. Good leaders have to find that delicate balance between giving their team space while constantly challenging them to grow and improve their skills.

A growth mindset

Psychologist Carol Dweck (who coined this term) divides the world between learners and non-learners. She believes that demonstrating a fixed mindset is limiting a growth mindset, on the other hand, propels people forward. Microsoft’s culture, according to CEO Satya Nadella, centers on the belief that everyone can grow and develop; potential is nurtured, not predetermined, and anyone can change their mindset Good leaders build cultures where people feel safe and can learn from iterations of trial and error Strengthen the trust equation

According to an HBR study, the most important thing that holds back executives from reaching to the top is their inability to forge and maintain trusting relationships “From an employee perspective, consider that more than 60% of workers say senior management-employee trust is paramount to their satisfaction. That’s because high-trust environments allow people to be their true selves, and when people can bring their whole selves to work, they are not only more creative, but more productive as well.”

Focus on mental well-being

The scars of the pandemic still remain, and the wounds are still raw for many. This collective trauma has exacerbated burnout and prompted many people to reevaluate their priorities. The World Health Organisation estimates that anxiety and depression cost the global economy upwards of $1 trillion annually In 2023, leaders must focus on creating a workplace culture that supports mental health and wellness

Diversity and inclusion

Today more than ever, leaders need to focus on genuinely building a diverse pool of talent and ensuring everyone feels included Leaders can do that by continuing to create psychological safety, fuel collaboration, foster trust, and, most importantly, promote transparency in the new hybrid workplace that is here to stay

Read more at : https://www.peoplematters.in/article/leadership/8-mostessential-traits-every-leader-should-have-in-2023-36495

Adata-driven approach to career development and employee retention

Data is a buzzword, but what does deploying it actually involve? DXC's Michele Howard shares how she and her team are leveraging today's powerful tools to enable an in-house career development and mobility platform.

Challenges around the skills crisis, or “war for talent”, have been made more prominent in today’s evolving workforce Instead of narrowing the impossible talent gap, organisations are moving their focus towards maximising and retaining the skills employees already possess

When it comes to the IT industry, there is an added complexity given the rapid pace at which technology is progressing. Tech organisations, large or small, need people who are willing to learn, transfer skills, and adapt to these changing requirements.

According to the Equinix 2022 Global Tech Trends Survey, 63 per cent of IT decision-makers view a shortage of personnel with IT skills as one of the main threats to their business. Organisations who try to rehire former employees or seek new talent may need more time to re-skill and upskill these employees.

Leveraging the power of graph technology

Beyond training and redeploying people, it is becoming imperative to help employees reach their personal career goals Employees are quite often confused by the complex ecosystem of platforms, systems and processes that have been deployed within their organisations Whilst employees simply want to know what in-demand skills they should have for career development opportunities, managers may not always have the necessary data to provide this advice

Read more at: https://www.peoplematters.in/article/hr-technology/a-datadriven-approach-to-career-development-and-employee-retention-36500

The power of neurodiversity in cybersecurity

Leaders should reconsider the way they build their cybersecurity teams, to include diverse workers with technical skills to meet the cyber challenges of today and tomorrow, say industry experts.

In the cybersecurity world, a telling quote is ‘defenders think in lists, attackers think in graphs’, or in other words, that an adversary’s ability to find unexpected connections gives them the upper hand over those defending the system. After all, attackers are known for thinking outside of the box, which is why complex passwords and multi-factor authentication (MFA) by themselves do not solve the rising data breach numbers. To respond, defenders need to think differently.

Gunnar Peterson, CISO of US-based Forter, a software as a service company that provides fraud prevention technology for online retailers and marketplaces, and Kathryn Kun, director of information security, suggest company leaders should consider neurodiverse talent and those from non-security related fields to join their security teams amidst popular sentiment on talent shortage

Neurodiverse individuals are a huge asset to security teams, bringing unique perspectives to problem-solving and breaking the cycle of group think, says Peterson “Seeking out neurodiverse teammates in hiring and recognising and building around their strengths can be a vital asset to anticipating an adversary’s moves and uncovering potential solutions to problems before they arise,” he adds. Peterson says this is a growing challenge for certain organisations. “I hope security managers widen the aperture in ways of working and dismantle the systems that are set up to develop and reward cookie-cutter operators. Neurodiversity is a security strength, and we should collectively work to foster a more inclusive industry for everyone,” he says…

Close to 38% of MSMEs said they would focus on online selling, 23% planning to build a social media presence, and 24% of MSMEs plan to digitise their accounts and payments to track cash flows in 2023

Stepping up technology, increasing hiring, and focusing on sustainability are among the priorities of MSMEs operating in India, according to an MSME business confidence study The findings of the report reveal that 66% of MSME owners are planning to step up technology or digital investments in 2023 Online selling, increased social media presence and digitising accounts and payments will be the main priorities for them increase by four times: Report

Close to 38% of MSMEs said they would focus on online selling, 23% planning to build a social media presence, and 24% of MSMEs plan to digitise their accounts and payments to track cash flows in 2023.

Employment generation

Around 61% of those surveyed said they intended to expand their workforce in 2023 with higher hiring. Jobs are expected to be in the services and manufacturing industry segments. Three out of four Chennai-based MSMEs planned to hire more employees in 2023, the highest in the country.

Focus on sustainability

Sustainable business practice is another focus area for the MSME units in 2023 Eliminating plastic usage is the main priority for them as part of sustainable business practices Other sustainable business practices include initiatives

What makes companies great places to work in 2023

To be the best, a company's employees must consistently have a positive experience, regardless of who they are or what they do for the company.

What makes a company a great place to work? It is a more subjective one. Multiple factors determine whether an organisation is great or not. Many working professionals may judge a company based on factors like monetary compensation, appreciation from leaders, growth opportunities, peers’support, and others. While there can be no definite answer, there is a consensus among HR leaders that an organisation’s culture is more influential than any one factor Firms that have been able to nurture a strong value system, and practice transparency with aligned and supportive human resource processes and frameworks that promote open communication, feedback, and trust at the centre are more likely to become a great place to work That being said, not all companies can become great overnight It requires patience, consistency, and commitment on the employer's end. Of course, employees play an equally essential role, but it is the founders' passion and vision, paired with their leadership team's inclusive mindset, that drives the engine of growth and success, thus, making their organisations great. Keeping this in mind, below are a few things that great companies value. Following these may assist firms in achieving one of the most desirable titles for any organisation, i.e., "a great place to work."

Understand the worth of your employees

How often do employers and employees hold discussions around the latter’s pay scale or even their experience of their processes, systems, their work environments? It’s more likely twice a year for most companies, first when the…