Massive changes have happened in the workplace over the past few decades, including globalization, the virtualization of work, and most recently, the consumerization of technology, which have opened up new markets and poised companies for great expansion. However, these very same factors bring challenges to supporting the workforce that will need to be resolved to achieve new business results.
Alongside these workplace changes, the very nature of the workforce is shifting, with five generations currently working in some capacity. Significant demographic shifts will force companies to adjust to widely different career plans, priorities, capabilities, and expectations of employment from people and this means the day-to-day support as well as services provided throughout employee tenures as contributors will also have to change.
Unfortunately, the business function most likely to help businesses adapt to these changes – human resources (HR) – has been plagued by compliance-driven duties and reactive, risk clean up tasks as their businesses forged ahead in this new era. Yet businesses cannot let administrative tasks take top spot on HR’s or any worker’s priority list if they want to be successful attracting and delighting customers.
Through primary survey research with workers, formal assessments of delivery models and providers, and interviews with early adopters of employee experience-driven HR transformation, this paper outlines sound service delivery principles that should allow workers to focus on what is truly productive, drives performance, and delivers value. It also provides key recommendations to help drive the operational and organizational change to achieve these results.
