Change all round

In our work with executives teams in the last few months we have spent time working on predictions of what will happen in the world of work in the next 12 to 24 months and how these changes will impact on individual organisations.

We know for example that government is interested in looking at employment legislation and that some of the areas that may be under consideration include the following:

 
  • TUPE (The dreaded transfer of undertakings regulations) the approach may well be to try and make the responsibilities less onerous for organisations that inherit staff under TUPE.
  • 90 days on redundancy consultation may be in for a bit of a challenge.
  • Uncapped awards in relation to discrimination cases at employment tribunals have attracted interest and could be in the spotlight.
 
We also know that a number of off-shored contracts are failing. BT‘s Mumbai call centre is returning to the UK following an increase in customer dissatisfaction, a clear indication that customer power rather than costs savings won the day. Well done BT for putting customers first.
 
There are also a number of shared service agreements that do not appear to be delivering the benefits initially suggested; it’s likely that we will hear more about these arrangements coming unstuck in some areas.
 
Pay and pensions remain in the news and further reductions in the public sector continue as all organisations struggle with increasing costs.
 
So with customers ruling the roost, most staff still fearful about their jobs and financial pressure all around, what employers should be focusing on?
 
There are in my view 3 key areas that employers need to understand and plan for immediately:
 
1) People and their skills is increasingly the only differentiator between one organisation and another. Top talent will not stay if they are not happy. So the first consideration must be an understanding of the skills that are needed for now and the future and how the top performers are considering their next 5 years.
 
2) People leave managers and not jobs, an old adage perhaps but one that is true of so many organisations. Smart leaders have a very clear idea which of their managers invest, time into mentoring, coaching and developing their teams and also know the ones who are only interested in promoting themselves. 
 
3) All organisations need to consider now their strategy should they have to shed jobs. The easy way for managers is to offer voluntary redundancy schemes and let go those who want to go. However, without proper considerations of the skills needed to run the business what often happens is that the most able leave, they are also often the most expensive and this creates a skills deficit that has a negative impact on the business. A better approach is a targeted campaign in specific areas once a skills audit has been conducted to ensure that the business retains the talent it needs to keep succeeding.  
 
What do you think employers should be focusing on? Why not leave your comments below? 
 

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