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HowCHROs
CanPromote
Employees’
Digital
Dexterity
ByAlexMontgomery
ExcerptFromGartnerHRLeadersMonthlyMarch2023
Inarapidlychangingtechnologylandscape,organizations
mustensurethatemployeescancapitalizeonevolvingdigital
toolsandopportunities.Tobuildworkforcedigitaldexterity,CHROsshouldupskillemployeestoworkdigitallywhile
fosteringtheirambitiontobuilddigitalbusinesses.
Intoday’sdynamicworkenvironment,upskillingemployeestomeetevolvingdigitalopportunitiesremainsacriticalpriorityfororganizations.
Accordingtoourresearch,only24%ofworkershaveahighdegreeofreadinesstoadoptnew,
technologicallydrivenwaysofworking.1Tomeetthischallenge,leadersseektofosterdigital
dexterity—namely,workers’abilityandambitiontosucceedbyleveragingexistingandemergingtechnologies.Theydosoforgoodreason:
91%ofemployeessayimprovingtheirdigitaldexterityimprovestheirworkeffectiveness.2
Despiteongoinginvestment,however,
thecurrentstateofworkforcedexterityis
discouraging.Eighty-threepercentofcorporateleadersdonotfeeltheyhavemadesignificant
headwayondigitalbusinesstransformation,3
eventhough81%ofemployeessaytheyhave
thetechnologytheyneedtoworkeffectively.2
Organizationsmustexplorenewdigitaldexteritystrategiestofuture-prooftheirpeople,and
CHROsshouldtakeaprominentrole.Thoughorganizationsmaytraditionallyviewdigital
dexterityeffortsastheresponsibilityofIT,HRalsooverseeswhetherittakesrootincompany
Figure1:FeedingtheAIEngineWithSkillsData
culturedevelopment,talentandperformancemanagementpractices.
HeadsofHRmaychoosetorelyonamore
conventionalroadmapforemployeeupskilling
thatinvolvesrespondingtotalentneedsthroughskillsspecializationandtechnicaltraining.But,onitsown,thisapproachwilllikelyfailtoanticipate
thefullrangeofcompetenciesemployeeswill
needtoadvanceintheircareers.Infact,upskillingreactivelyleavesHRbehindthespeedofbusiness,withemployeesapplyingonly54%ofthenew
skillstheylearn.4
Todrivedigitaldexterity,CHROsshouldinsteadbuildemployees’abilityandambitiontowork
digitallyandbuilddigitalbusinesses(see
Figure1).Byupskillingemployeestobeadaptiveandenablingcross-functionalcollaboration,
CHROscanensureworkershavetheability
toworkdigitallyandimproveoutcomeswiththerighttechnologies.CHROsshoulddrive
workforceambitiontobuilddigitalbusinessesbyfosteringworkers’beliefindigitaldexterityaskeytoemployees’individualgoalsandtheorganization’sbroaderpriorities.
WorkingDigitallyBuildingDigitalBusinesses
Ambition
AmbitiontoWorkDigitally
•Believesintechnology’sabilitytoaugmentpersonaltasksandactivities
•Willingtotakeonnewrolestosupportdigitizationplans
•Viewsdataandtechnologyproficiencyascriticaltocareeradvancement
AmbitiontoBuildDigitalBusinesses
•Considersdigitalizationtobecriticaltocompanyeffectiveness
•Innovatesandtakesrisksinpursuitofdigitalopportunities
Ability
AbilitytoWorkDigitally
•Adaptstoworkoninitiativeswith
unclearandchangingrequirements
•Worksiterativelytoimproveoutcomes
•Canworkfromanywhere,withtherighttechnologies
AbilitytoBuildDigitalBusinesses
•Collaboratesacrosssenioritylevels
tosetcompanydigitalizationdirection
•Surfacesdigitalizationopportunitiestoimprovedepartment/functionoperations
•Obtainstechnologiesindependentlytosucceedonthejob
n=3,481employeesfromallindustriesandfunctions;1,227enterpriseleaders
Source:2018GartnerDigitalDexteritySurvey;Q219GartnerGlobalLaborMarketSurvey
2ExcerptFromGartnerHRLeadersMonthlyMay2023HowCHROsCanPromoteEmployees’DigitalDexterity
Figure2:KeyDriversandImpactofEmployees’DigitalDexterity
SystemsThinking
Understandstheinternalandexternalrelationshipsbetween
4.2x
technologyandprocesses
Fusion
Collaboration
Collaborates
effectivelywithemployees
ofdiverse
perspectives
4.7x
andexperiences
PoliticalSavviness
Buildsand
influences
stakeholder
networks
5.6x
internallyandexternally
r>
Adaptability
Demonstrates
anopennesstonewand
7.3x
iterativewaysofworking
G
BusinessAcumen
Demonstratesawarenessofthebroader
internalandexternal
9.9x
businesscontext
Source:Gartner
DriveWorkforceDigitalAbility
Tocultivateemployees’abilitytoworkdigitally,CHROsmusthelptheirworkforcebecome
adaptive,agileandpreparedtodeliverbusinessoutcomesinashiftingtechnologicallandscape.Agileemployeesmusthavetheskillsneeded
tomaximizeavailabledigitaltoolsandfurther
companyinitiatives.Buttheymustalsoembracechange,adjustingtonewworkenvironments
whilecapitalizingonemergingtechnologies.
CHROsshouldcreateanadaptiveanddigitallyableworkforce.Theseopportunitiesinclude:
•Workingdigitallybyupskillingemployeestosucceedonchallenginginitiativeswithevolvingrequirementswhilesurfacingnewdigitalopportunities
•Buildingdigitalbusinessesbyenablingcross-functionalcollaborationanditerativework
throughfusionteams.
UpskillEmployeestoWorkDigitally
Indrivingdigitalability,headsofHRmustnarrowinonthecrucialkeycompetenciesforpreparingemployeesforanincreasinglydigitalfuture.Ourresearchidentifiesfivecriticalcompetencies
thatbuildworkforcedigitaldexterity,including:systemsthinking,fusioncollaboration,political
savviness,adaptabilityandbusinessacumen.Theseskillscaneachincreasethelikelihoodofanemployeehavinghighdigitaldexterity
fourfold(seeFigure2).
CHROscansupportbuildingthese
competenciesacrosstheemployeepopulationbyencouragingteamstoidentifyproject
opportunitiesthatwillupskillemployeesbeyondtheircurrentroles.Thesefuture-focused
opportunitiesforgrowthinvolveaccessto
digitalexperience,traininganddeliverythat
maynotfallunderanemployee’straditional
responsibilitiesbutinsteadallowworkersto
surfacenewworkskillsthatcanguidetheir
careerdevelopment.Doingsowillnotonly
promoteorganizationalupskillingdirectives—addressinggapsbymatchingcompanyneeds
tounseentalent—butwillalsohelpemployees,themselves,becomemoreagileandadaptive.
EnableCross-FunctionalCollaborationtoBuildDigitalBusinesses
CHROsshouldpromoteworkers’adaptivitybyprioritizingcross-functionalworkflows
andfusionteamstoaccomplishbusinessdeliverablesandsetthecompany’sdigitaldexteritydirection.
3ExcerptFromGartnerHRLeadersMonthlyMay2023HowCHROsCanPromoteEmployees’DigitalDexterity
CaseinPoint:
CitizenDataScientistCertification
Seagate
Seagate,aU.S.-baseddatastoragecompany,createdanupskillingprogramthatshows
howorganizationscanfuture-proofby
matchingemployeeswithopportunities
beyondtheirroles.Realizingitcouldnot
meetitsdatasciencetalentneedsthroughhiringalone,Seagatedevelopedadata
sciencecertificationprogramtoidentifyandtrainnonexperttalentwithinthecompany.
Theprogramisopentoemployeesacrossallfunctionsandrolesandallowsworkerstocustomizetheirdatalearningjourneytomatchtheirpersonalcareerinterests.
Tocreatethisupskillingprogram,Seagaterecastdatascienceasaskillsprofile
availabletoallemployeesratherthan
simplyafixedrolewithintheorganization.
L&Dleadersthenpartneredinternallywithadvancedanalyticsleaderstocreateaskillsprogramtobuilddatasciencecapabilitiesgloballywithintheorganization.
BeyondthetalentimplicationsforSeagate’sdatasciencehiring,companyleadershavefoundthattheprogramempowerscertifiedemployeestobringadatalensandfresh
analyticalperspectivetotheirownteams.Traitsofcertifiedemployeesincluded:
Contextualizedvisionoftheorganization
•Provenapplicationofanalytictechniquestobusinessproblems
•Appetiteforwhatmattersrelativetoimpactandbusinesspriorities
•ConnectionswithinITandthebusinessatmultiplelevels
•Uniqueperspectiveofindividualbusinessarea
•Curiositytoexploreandlearn
•Ableto“gotobat”tojustifybusinessvalue
•Hands-oninvolvementinmultipleanalyticareasandactivities
Inasurveyofthosewhohavecompletedtheprogram,atleast78%ofrespondentsreportedtheystartedapplyingthenewknowledgeandskillstotheirworkrightaway.
4ExcerptFromGartnerHRLeadersMonthlyMay2023
Afusionteamisamultidisciplinaryteamthatblendstechnologyor
analyticsandbusinessdomain
expertiseandsharesaccountability
forbusinessandtechnologyoutcomes.
Fusionteamsassembletechnologistsand
contributorsfromthroughouttheorganization—employeesfromdiversebackgroundsand
functions—toworktogetheranddrawuponavarietyofperspectivesandareasofexpertise(seeFigure3).Theyworkonawiderangeof
businesscapabilitiesandchallenges.Forexample,asalesfusionteammaydrawuponmarketing
professionalsandworkerswithtechnicalexpertiseonuserexperiencetomeetcustomerservice
needsfordigitalsalesplatforms.
Figure3:TraditionalVersusFusionTeams
FusionTeams
TraditionalTeams
Team
Boundaries
SourceofTechnicalExpertise
DeliveryStructure
ReportingLines
Teamsformwithinfunctions.
TechnicalskillsareprovidedbyITstaffexclusively.
Projectdelivery
requireshandoffsbetweenteams.
ITstaffreporttoITleaders;businessstaffreportto
businessleaders.
Teamsformacrossfunctions,businesslinesandenterpriseboundaries.
Technicalskillsfromacrosstheenterpriseareintegrated.
Workisintegrated
acrossthedeliverylifecycleandaniterativeapproachiscommon.
Reportinglinesaremixed.
Source:Gartner
HowCHROsCanPromoteEmployees’DigitalDexterity
Across-functionalapproachyieldsmore
adaptiveworkflows,andasparticipants,agileemployeesseethevalueofupskillingand
takefreshperspectivesbacktotheirteam.Inthisway,CHROscanfostertheabilitytobuilddigitalbusinessesbyputtingemployeesinacollaborativeenvironmentforupskillingon
thejobandlearningthroughexperience.
FosterWorkforceDigitalAmbition
Todrivedigitalambition,CHROsmustcapitalizeonopportunitiestobuildemployees’emotionalengagementwithandbeliefindigitaldexteritystrategies.Thesetwoopportunitiesinclude:
•Viewingdataandtechnologyproficiencyascriticaltocareeradvancement
•Buildingdigitalbusinessesbyshowingdigital
dexteritytobecriticaltocompanyeffectiveness
ViewDataandTechnologyProficiencyasCriticaltoCareerAdvancement
CHROs’organizationwidediscoursearound
digitaldexterityshouldframetheimportanceofdataandtechnologyproficiencyaccordingtoworkers’needsandgoalsinsideandoutsidework.Employeesaremorelikelytoemotionallyattachtodexterityefforts—andultimately
becomedigitallyambitious—iftheyseethoseeffortsasessentialtotheirpersonalandcareerdevelopment.
Ifemployeesunderstandwhatdigitaldexterity
meansfortheirultimatecareersuccessand
personalgrowth,theyaremorelikelytodeveloptheambitiontousetheskillstheylearnthroughorganizationalinitiatives.CHROsshouldrespond
bycastingdigitaldexterityinlightoftheneedtodeveloptheirworkforceaspeople,not
justworkers.
5ExcerptFromGartnerHRLeadersMonthlyMay2023
HowCHROsCanPromoteEmployees’DigitalDexterity
CaseinPoint:
CareerFrameworktoDeveloptheI&OWorkforceoftheFuture
EY
Inachangingbusinessandtechnology
environmentthatmakesitdifficultfor
organizationstokeeptheirworkforcecompetitive,EY’scustomizablecareerroadmapprogramallowsemployeestopivotmoreeasilytonewskillsthe
businessrequires.Akeyfeatureofthisprogramisskillstransparency—employees’visibility
intofutureorganizationalskillspriorities,as
wellastheirabilitytobuildpersonalizedcareer
developmentpaths.EYleadersrecognizedthat,
duetomissinginformationorsiloedlearning
goals,employeesoftenstruggledtomakeoptimaldecisionsfortheirskillsgrowth.
Tobuildtransparencyintotheorganization’supskillingefforts,EYdoesnotonlygive
employeesasenseofhowthebusiness’s
skillsprioritiesareexpectedtoevolveinthenearfuture.Rather,leadersalsoprioritize
employees’understandingoftheirpersonal
skillsprofile—howtheirparticularskillsgaps
anddevelopmentneedsstackupwithchangingorganizationalneeds(seeFigure4).Leadersalso
providepersonalizedguidancesoemployeescancontinuouslyimprove,transformand
stayrelevant.
Astheycrafttheirupskillingjourney,employeesareencouragedtopursuecross-functional
opportunitiesinsteadofbeingtiedtospecifictechnicalexpertiseorshort-termgoals.
Capitalizingonorganizationalvisibilityaround
internalcareeroptionsandassociatedskills
requirements,employeesusetheirpersonal
skillsprofiletoproactivelyidentifyhowtheycanself-prepareforpotentialroles.Byincreasing
workforceadaptabilityanddesiretoupskill,EY’stransparentcareerpathingframeworkhasseenasteadyincreaseinemployeeengagement
from77%to87%.
Figure4:Self-DeterminedCareerandSkillDevelopmentPaths
Illustrative
CommunicateallpotentialITrolesandskill
requirementsto
enableself-drivenandversatile
developmentplanning
CloseAlignment
StretchOpportunities
SystemsDesign
Consultancy
Solutions
Architecture
Business
Domain
Knowledge
Product
LifeCycle
Management
MyCurrentProficiencyLevel
SkillProficiencyGapsforPotentialRoles
JobFamily:ITEngineering
TechnicalSpecialist
Low
Low
Low
Low
N/A
Cloud
HostingEngineer
Moderate
Low
Low
Low
N/A
EngineeringTechnical
Lead
Moderate
Moderate
Low
Moderate
N/A
JobFamily:ITDigitalProductManagement
Senior
ProductManager
Low
Moderate
Low
High
High
Source:AdaptedFromEY
6ExcerptfromGartnerBusinessQuarterly3Q20HowCHROsCanPromoteEmployees’DigitalDexterity
TBS
CaseinPoint:
OnboardingExperienceforEmotionalInvestment
TakedaBusinessSolutions
TBS,theglobalbusinessservicesarm
ofTakeda,apharmaceuticalscompany
basedinJapan,implementedaninnovativeapproachtoremoteonboardingduringthe
COVID-19pandemicthatdemonstrateshow
organizationscanshapeemployees’emotional
incentivestofosterdigitalambition.TBS
leadersrealizedthattheirremoteonboardingprogramwasnoteffectivelyconnecting
newhirestotheorganization,harmingthe
employeeexperienceandexacerbating
issueswithretention.Toaddressthisgap,
leadersfamiliarizenewhireswiththepersonalexperiencesofTBS’scustomers,implement
role-playingexercisesintoonboardingand
createopportunitiestospeakdirectlywith
patients.ThesechangesallowedemployeestobetterunderstandhowTBS’sproductsandserviceshelppeopleinatangibleway.
Inoneexercise,newhiresatTBSwere
assignedaconditionexperiencedbyareal
Takedapatienttosimulatewhatitmightbeliketolivewiththatcondition.Thisbuiltnewhires’empathyandtheirsenseoftheimportance
ofTakeda’smission.Tomaintainnewhires’
emotionalinvestmentandempathy,Takeda
alsoevolveditsgoal-settingprocessesfrom
beingsolelyoutcomes-basedandtoward
beingmission-based.ThisevolutionreinforcesconnectednesstocoretenetsofTakeda’s
culture,suchaspursuingdata-basedand
digitalsolutions(seeFigure5).Asaresultofthesechanges,newhiresreportedgreater
familiaritywiththepatientjourneyduetotherevampedonboardingformat.
7ExcerptfromGartnerBusinessQuarterly3Q20
ShowDigitalDexterity
toBeCriticaltoCompanyEffectiveness
Tobetterdefinedigitaldexterityasan
organizationwidegoal,CHROsshouldcapitalizeonopportunitiestobuildemployees’emotionalinvestmentindigitaldexterityefforts.This
connectedness,inturn,promotesemployees’motivationtoapplytechnologicalsolutionstocomplexworkproblems.Whenemployeesareshownhowdigitaldexterityliesattheheartof
organizationalpriorities,theyrealizeactingwith
digitalambitionforworkersmeansfulfillinggoals
thatmattertothem,companyinitiativesandclients.
Buildingmissionintogoalscreates
sustainable
commitment.
Figure5:Mission-BasedGoalSetting
Company
Imperatives
EmployeeGoals
Identifyandactontwowaystoimprovepatientexperience.
Networkwithonenewco-workerpermonth.
Movethreeprocessesonlinetosavewaste.
Createdata-
drivensolutions.
Patient
People
Planet
DataandDigital
NewHireManager
•Managersandnewhiresworktogethertosetnew-hireindividualgoalsdirectlylinkedtoelements
ofthemission.
•Newhiresconnectexecutionofthemissiontotheirowneverydaytasks.
•Teamsregularlymakethemissiontopofmindbyfeaturingpatientstoriesbeforemeetings.
Source:AdaptedFromTBS
HowCHROsCanPromoteEmployees’DigitalDexterity
Conclusion
Despitethesignificantinvestmentsorganizations
havemadetofuture-prooftheworkforce,employeedigitaldexterityremainscriticallylow.Forthemost
part,employeeshavethetechnologicaltoolsthey
needtodotheirjobs.However,theylacktheabilityandambitiontomaximizethedigitalopportunities
theyencounter.Togiveemployeesthesupporttheyneed,CHROsmustbuilddigitalability
throughadaptiveupskillingandcross-functionalcollaboration,allwhilefosteringemployees’
ambitiontobuilddigitalbusinessesforindividualandcompanywideeffectiveness.
1The2021GartnerUserInfluenceonSoftwareDecisionsSurveywas
conductedtounderstandhowusersviewtechnologyandtheircomfortwithit.Italsohelpedunderstandhowtheymightadvocateforsoftwareorpossiblysubvert“corporateefforts”andtheirroleinthegrowth
fromtrialtopurchaseandfromworkgroupusagetousageacrossthedepartmentorenterprise.Theresearchwasconductedonlinefrom
AprilthroughJune2020,among4,953respondentsinorganizations
withatleast100employeesintheU.S.(35%),France(23%),Germany
(22%)andSingapore(20%).Industriessurveyedincludemanufacturingandnaturalresources,bankingandsecurities,retail,government,
insurance,healthcare,communications,media,services,education,
utilities,technology,andtransportation.Respondentswererequiredtobefull-timeusersorstaff(notmanagers)whousetechnologyproductsandservicesfortheirday-to-daywork.Theywerealsorequiredtonot
beinvendormanagementorprocurement.ThesurveywasdevelopedcollaborativelybyateamofGartneranalysts,andwasreviewed,testedandadministeredbyGartner’sResearchDataandAnalyticsteam.
Disclaimer:Resultsofthisstudydonotrepresentglobalfindingsorthemarketasawhole,butdoreflectthesentimentsoftherespondentsandcompaniessurveyed.
2FutureofWorkReinvented:ImplementationtoDriveTalentand
BusinessOutcomes:Thisstudywasconductedtopinpointreal-
worldpostpandemichybridworkdesignandimplementation
leadingpracticesthatdrivecommontalentandbusinessoutcomes.TheresearchwasconductedonlineduringJune2022among412
respondentsfromNA,EMEAandAPAC.Of401,250respondents
areatemployeelevel(entrylevel/midlevelnonmanagers/individual
contributors)while151areleaders(directorsandabove).Respondentswerescreenedforthenatureoftheirworkasonlyknowledge
workerswerescreenedforthesurvey.Thesurveywasdeveloped
collaborativelybyateamofGartne
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