While technology is eliminating jobs, it is also creating them. But filling these new roles is the next talent challenge. Much has been made of the potential of recent leaps in technology to automate many jobs out of existence. From taxi drivers to accountants, some studies suggest that as many as half of existing jobs could be automated. Routine work is clearly disappearing, but the fears of mass unemployment at the hands of machines could be overblown. — Paul Evans, Academic Director of the INSEAD Global Talent Competitiveness Index andBruno Lanvin, INSEAD Executive Director for Global Indices
The successful attainment of an organisation’s strategic intent ultimately depends on robust execution. This in turn is largely influenced by the organisation’s ability to access a sustainable supply of the best possible leaders, both now and in the future. Confronted by continued economic pressure, increasingly competitive markets, and escalating stakeholder scrutiny of their leadership bench-strength, a growing number of organisations globally are realising that their future success will be severely compromised without the requisite leadership capability and capacity. — David Conradie, contributing author of Leadership: Perspectives from the Front Line
Companies wanting to attract and retain the best talent will need to get more creative when it comes to crafting reward policies. Changing demographics in terms of both race and gender, coupled with a faltering economy, are making it imperative for companies to look at their reward policies through new eyes. Business as usual—or, rather, reward as usual—is unlikely to yield the best results. — Dr Mark Bussin, Chairman, 21st Century
All three generations share an increasing enthusiasm for entrepreneurship, but differ globally in their fears about the future of work. Members of “Generation Y” or the “millennial generation” as they’re commonly known, have forced a great deal of change in the workplace. A sizable body of research has tried to understand this incredibly visible and demanding generation, born between the early 1980s and mid-1990s. With unprecedented access to technology, millennials have changed the game for leaders, redefining how they expect them to behave and to give them the opportunities they feel they deserve. — Henrik Bresman, INSEAD Associate Professor of Organisational Behaviour and Vinika Rao, Executive Director of the INSEAD Emerging Markets Institute
Everyone in business has the same aim – competitive advantage. Established routes to the destination include cost reduction to secure pricing efficiencies, new technology introductions to improve productivity and product innovation. Now a critical route – diversity leadership – is being explored as a springboard to all of the above as it becomes clear that the creation of an inclusive workforce is a compelling starting point for senior managers looking to contain costs, boost morale, improve output and tap new thinking. — Auguste (Gusti) Coetzer, Director, Executive Search, Talent Africa – a member of the Signium Group
Can organisations expect superior value and returns by implementing the human resources business partnering (HRBP) model? If so, what is the competency DNA of a high performing business partner? While the first question will arguably require empirical evidence, we intend to respond to the second question by providing a conceptual competency framework that could be utilised to find answers regarding the value of HRBPs. — Vatiswa Nthoesane (MBL), HR Business Partner with Auditor General South Africa (AGSA) and Meiya G. Nthoesane (DBL), Manager Corporate Services, Centre for Business Management, UNISA
“Even though we have eyes, we will not be able to see anything without the help of the Sun and we will be as blind as ever.” – The Bhāgavata Purāṇa, 11th Skandha, Page 470.
The quote above is from one of the eighteen great ‘Puranas’ (Hindu texts) dated back to 16th- to 19th-century, whereby Lord Shri Krishna (The Guru or Mentor) is giving guidance to his favorite śiṣya (disciple)/mentee Uddhava. Over here, a ‘Mentor’ is being acknowledged as the ‘Sun’. This brings me to an understanding that the practice of ‘Mentoring’ is not new, it’s been present and diligently followed since ages. — Manvi Pant
Guidelines for a Facilitator
Group Facilitation is the art of guiding the group process towards the agreed objectives. A Facilitator guides the process and does not get involved in Content. A Facilitator intervenes to protect the group process and keep the group on track to fulfill its task. There is no recipe for a Facilitator to follow, and there is no one right way to facilitate a group. But here are some guidelines, techniques and tips that you may find useful (these guidelines include material from The Zen of Groups: A Handbook for People Meeting with a purpose).
Concrete Actions to Improve Job Satisfaction and Work Excitement
Different workplaces have different needs, but there are four basic steps any manager can take to kick-start job satisfaction: Conduct realistic job previews. As the name suggests, this involves presenting prospective employees with both positive and negative information about the job. This shows integrity. It also builds a sense of confidence and trust on the part of job applicants toward the hiring manager. Realistic job previews are also an effective tool for communicating general performance expectations, the nature of the work, and the conditions under which that work is to be performed.