One of an organization’s more important resources is its people. So how can employers make sure they meet the needs and expectations of their people?
ADP’s Dave Greenberg and Christian Gomez share their perspectives on the shifting talent landscape and how future-focused organizations are redefining what it means to put people first.
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Tami Strumolo:
Finding and keeping great talent is topping the agenda at many organizations. The question is if companies should invest in their people. It's how. To talk about trends and talent strategy, we're joined by Dave Greenberg and Christian Gomez. Thanks for being here.
Dave, how are you seeing organizations shift their strategies and put people truly at the center?
Dave Greenberg:
It's a great question. So, you know, over the last 20 years, what I feel like we've seen is this transformation of HR and HCM, really designed for the HR department, really to the employee experience. And I think that's because people are realizing that the employees, their talent is actually their competitive advantage. So as that shift occurs when you think about the design and the process of HR, instead of being for the practitioner and for the HR professional, it's really being designed more and more for the employee, the employee experience to give them purpose, to give them, you know, clarity, to give them well-being.
And for the front line leader who helps to keep them engaged. And so that's really the big shift that we've seen.
Tami:
Yeah. And what I would say too is, you know, it used to be viewed as just part of the HR function. And now I think more and more companies are seeing it's an imperative as we think about leaders becoming more proactive. It raises another question. So Christian, how can organizations balance short term performance goals with long term investment in employee development?
Christian Gomez:
I think I think it's a fascinating question, and that's the right question to ask, because a lot of organizations are asking themselves the same things. But the thing is that I don't think they're mutually exclusive. What we've seen is that when you have intentionality around the human capital initiative, particularly like the ones that they've talked about, the ones that are impacting the employee's experience, it is important that when you're designing them, you're thinking about the net outcome.
So one of the things that we've really recommended and seen organizations do really well is as you're designing an initiative that's going to be launched. Start to think about the financial impact that it's intended to have. As you're outlining that, start to take into consideration the operational impact, how is this going to engage with the employees as they're conducting their work?
And then also bring in the impact that it might have on potential customers or the people that are engaging with your employees. If you're able to map that out at the beginning, before the initiatives or even launch or before the tools are even being selected as they're playing out, you're going to see and be able to measure near-term impact.
We're not I'm not talking necessarily about days, but definitely within months or quarters, you will be able to identify the operational impact that the initiative is having, subsequent impact that it might be having on your customers. And then all of that would be connected to the financial impact that matters most to the business.
