Most professionals advocate the argument that innovation and change are essential components to any organisation’s survival; however, it appears that many employees are continuously creating barriers to adopting best-practice methods.
It’s crucial, but we’re still sceptical!
Innovation is crucial to growth, profitability and a cutting edge, according to most HR professionals. However, a change-averse culture and scepticism from management holds them back from delivering and encouraging innovation throughout the company.
According to a study carried out by Korn/Ferry’s Futurestep, 74% of HR professionals globally admit that their organisation should be doing more to encourage innovation in recruitment and talent management. The study has revealed, however, that in the Greater China Region the corporate culture is largely resistant to change, including a lack of interest from senior- and management-level executives.
But we already have a plan!
More and more, the Greater China Region is facing talent shortages and high competition for a qualified direct labour workforce. In countering these problems, most companies continue to respond with increased investment in the recruitment and training of new staff. However, HR professionals are becoming increasingly aware that a high level of staff turnover and the increased costs of this type of approach make it unsustainable as a long-term solution.
Chong Ng, Managing Director, Futurestep Greater China explained, “Talent and recruitment professionals in the Greater China Region recognise the value of innovation in the methods they use to attract and retain their best employees, but are faced with significant barriers that prevent them delivering on the talent demands of the business.” He expanded by stating, “Organisations in Greater China are aware of the importance of attracting the best talent to the success of their business, but those in senior management roles need to be willing to embrace new methods to ensure employees are the very best and can develop in line with expectations.”
We can do more!
AON Hewitt, in examining the new talent dividend in the Greater China Region, suggest companies focus on four innovative approaches that organisations can utilise in the retention and recruitment of Gen Y, which currently represents the majority of the direct labour workforce in the region.
Firstly, AON Hewitt suggest companies start by strengthening their performance management culture. By establishing a stronger link between individual productivity and reward, companies can better attract and retain direct labour, in addition to promoting a more engaged and motivated Gen Y workforce.
Following this, companies can then develop and deploy a multi-skilled workforce. By implementing a job rotation scheme, organisations can improve both employee skill level and overall company proficiency.
To complement this, organisations could consider the establishment and enforcement of a career development framework. With clear communication to employees for progression and career opportunities, this framework facilitates discussion and may also serve to clarify corporate expectations.
Finally, AON Hewitt recommends the promotion of employee voice practices. When corporations allow employees a more collective involvement in the decision-making process and foster an environment of two-way communication, organisations can then avoid and prevent the pitfalls of employer-employee mistrust.
We want to, but it’s hard to sell!
The Futurestep survey observed that 42% of HR professionals feel that innovative methods of recruitment are crucial to securing the best talent. However, 40% of talent professionals in the Greater China Region claim they work within organisations that are resistant to changing existing methods and implementing new and innovative strategies.
Wei Donyu, Director (East Region), Performance, Reward & Talent, AON Hewitt China stated, “Organisations that keep themselves abreast of industry benchmarks and best practices in direct labour management are in a better position than their competitors to innovatively execute their talent management strategy and, in the process, strengthen their employer brand.”
Paul Arkwright
Publisher
