Strategic workforce planning is not new. The concept has been proving its success for years and is seen as the way to go in many HR departments. Today, data and AI are breathing new life into it, creating many new opportunities. Peter-Andries Albrecht, Head of Global Talent at Umicore, and Yves van Durme, Global Organisational Transformation Leader at Deloitte, share how strategic workforce planning makes a difference.
Spending three hours in a classroom and then applying the knowledge gained during on-the-job training is a thing of the past. “Digital learning saves employees a lot of time and makes consuming theory more interactive and therefore more enjoyable,” says Jonas Maerschand, National Sales Manager at FLOWSPARKS. “In addition, the on-the-job story remains crucial. By turning to digital, there can be even more focus on experiencing and executing the theory.”
Every month, no fewer than 300 million jobseekers browse through Indeed. That Artificial Intelligence speeds up and supports the recruitment process is clear when using this platform, but how can we use data efficiently today when the challenges in the labour market are changing rapidly?
Data and technology are more important in our lives than ever. We collect data continuously and do whatever it takes to interpret them. And that is where the danger lurks: during the rush of the day, we forget to feel in addition to thinking. Creating balance and working on yourself still has a woolly connotation in a lot of organisations. At Randstad RiseSmart, they are convinced that feeling is at least as important, and can also be translated to the workplace in a rational way.
When looking for a job today, people want to know what it is like in your company. What is the culture? Why do people like working there? What are the challenges? If you succeed in turning your own employees into ambassadors, you have a powerful asset.
Technology pushes us to learn every day. Data changes at the speed of light and, on top of that, the expectations are high. All industries are eagerly watching IT to find out what is next. How do we give the customer that little bit extra? What actions can we take to perform better? Jocelyn Darbroudi, CIO at Securex, and Dorien Roes, Country Manager of Belux at Workday, shed light on their ongoing efforts to deal with these challenges.
In recent years, the traditional annual team-building activity has evolved into an important and integrated component of HR policy. Funkey, a Ghent-based team-building platform offering more than 650 team-building experiences to companies, is confident in its positive impact. For corporate entities, there is the Funkey Bizz division, which Volvo Cars has recently enthusiastically embraced.
Switching to the cloud and building data is one thing. Unleashing them to the benefit of every employee and manager, another. Q8 did both, on a global scale. As a result, HR stepped up to become a driver of strategic change.
When Glowi wanted to accelerate its recruitment of housekeeping staff, their partner Indeed knew where to look and how to act. Or how smart data analysis, A/B testing and behavioural monitoring help to find precious needles in a haystack.
One size fits all is no longer a reality when it comes to HR. Today, employers must be aware of their company's reality, maturity, and culture. For example, there's no point in giving your employees a lot of autonomy if they are not ready for it.
“Where do you see yourself in 5 years?” “Do you feel less at ease lately? Why?” If you find it hard to answer these questions, you’re not alone.
Mrs Rahaf Harfouch was part of the epic campaign team that got Barack Obama in The White House. She’s been named as Global Young Shaper by the World Economic Forum. Emmanuel Macron asked her to participate in a presidential commission on Enlightenment in a Digital Age. Her dog Pixel has his own Instapage. But this digital anthropologist is above all an authority on transformations in our workplace culture.
