Cracking the Code: From Digital Transformation to Sustainability

Exposing Employees to New Experiences

An important first first step for Bayer when exploring this new room for adaptability was taking stock of their current leadership team before identifying how, and where, their skills needed upgrading and refreshing. Taking the time to question the working styles of the 150+ members heading up the company and understand whether they had driver or derailer personality types, was imperative to giving them an idea of where development was required. From there, collaborative partnerships with other companies provided the opportunity for a new talent development programme that enabled Bayer’s employees to level up their skill sets. Those on the programme joined other companies for 2-3 months, working on business projects to gain insight into other industries, sectors and technology. To battle the skills gaps in emerging talent, they head on a two-year journey that sees them buddy up with colleagues to learn and develop, as well as hot-desking and Q&A time with leaders of the company. Matt Boardman of ChapmanCG did query the pace of the education system and whether it is up to companies to re-educate people to think outside of the box. In response, Rahul expressed how companies do need to hire for potential, and not necessarily on the basis of their education. HR Practices in Digital Companies The focus of the event then turned to the implementation of HR practices for digital companies. Lim Zhi Rong shared the philosophies of social media giant Twitter, looking at how they ensure their tech savvy staff are happy. Primarily, they use an open-door policy where they place a high emphasis on communicating often and fearlessly. Rong went on to share the company’s passion for family, with staff benefitting from five months of paid parental leave. On top of this, Twitter employees are given free rein to work wherever they want in the world, helping Twitter develop a global blueprint. When queried on how they keep their talent if they don’t have access to them, Lim explained that they only approve location requests when a candidate’s role, level and history have been considered.

In Summary

The consequences of digital transformation have developed within the HR sector over the past few years, leaving in its wake a growing skills gap. Combating this requires companies to encourage employees to share their key skills, both internally and across their sector. It’s a development plan that will not only benefit you now, but will also attract the workforce of tomorrow. To keep up with the latest HR trends, subscribe to our quarterly newsletter or follow us on LinkedIn.You can also check out our latest global HR opportunities, or contact our consulting team to discuss your search needs.