How Deep Listening Transforms Workplace Dynamics?
In today's rapidly evolving business landscape, organisations are increasingly focusing on future-proofing their workforce, fostering collaboration, and promoting DE&I. Neha Arur, Senior Director, Regional Human Resources Lead, ZS, shared insights into strategies for building a future-ready talent pipeline, implementing flexible work models, amplifying employee voices and integrating future-forward initiatives into organisational culture and DE&I efforts.
Given the constant shifts in technology and skill demands, how should companies' future-proof the workforce and build a large-scale talent pipeline?
The right skill mix is extremely important to build a future ready talent pipeline. I refer to this concept as I, Pi and comb. What does that mean? When we started around 18 years ago the pedigree of our talent was largely specialist of a track or SME. Over the years, we realised expertise alone may not be enough with fast evolving technology spectrum especially for a consulting business like ours. So that became a Pi shaped talent graph with two additional skills. Fast forward to today – ZS is offering end-to-end services to global clients through our own expertise and cutting-edge innovations. Which means you further branch out to have the need of a comb shaped talent model – where our team members need to be an expert in a domain, track and also have sound knowledge of products and platform to offer a more cohesive solution to our clients.
Then of course, there are elements like creating right growth opportunities, performance differentiation to celebrate achievements and continuous feedback to encourage learning mindset.
Simultaneously, actively recruiting from diverse talent pools, including underrepresented groups, through the right skill assessments, selection process helps enrich the talent pipeline enhance fungibility, upskilling and reskilling. We have various skilling programmes and transfer initiatives to facilitate internal mobility of talent to maintain a fluid ecosystem career growth of employees and organisations growth at large.
Why is it important to implement flexible and connected models to adapt to the changing work dynamics? How can companies ensure effective collaboration in this model?
Flexible and connected working models are reflective of the changing work dynamics in today’s world. The flexibility of choosing remote work options and hours enables integration of work-life priorities and enhances productivity. At the same time, connectedness brings the high intensity cultural experience and collaboration. Working in teams, meeting peers builds workplace camaraderie and peer-to-peer learning.
This cannot be achieved without enhancing the policies and programmes to adapt to design for benefit. For example, enabling inclusivity when people are working in virtual or hybrid setting so that everyone gets heard in a meeting and is engaged in the process. Building conducive environment in offices, infrastructure, logistics support are aspects that attract and retain talent to thrive in the competitive industry.
What strategies should an organisation follow to empower leaders to amplify the voices of employees within an organisation?
The first strategy to amplify voices is to do deep listening. A deep listening strategy across formal and informal channels brings empowerment when people feel heard and cared for by the organisation. Cultural surveys are good channels to get anonymous views from employees about various aspects and their impact on individual’s productivity, workplace environment, concerns etc. After collecting voices, it is then important to address the concerns and bring feasible change because that will strengthen the trust barometer of employees on their leaders.
Creating forums where people are invited to engage in constructive dialogue is another strategy that works in a collaborative firm. We have a strong entrepreneurial culture within the firm and we practice something called reverse mentoring. Leaders invite select group of people to advise and discuss improvements in certain areas of operations which can be implemented to enhance employee experience. There’s a volunteer group PACT – People And Culture Team and their objective is to ensure employees get the best working experience by taking action on simple things like meeting free Fridays or ME Time calendar blocks. We encourage community groups and voluntary programs which gives an opportunity for our employees to follow their passion along with work.
By implementing similar strategies, organisations can create a workplace where employees feel valued, heard, and empowered, leading to improved communication, collaboration, engagement, and overall organisational success.
How best can companies integrate future-forward initiatives into their culture and DE&I efforts?
Organisations should have clear diversity hiring goals, strategies and initiatives to ensure expansive representation across the talent streams. For focus on inclusion, we have a belonging network which is a large ecosystem globally bringing people together to advance their unique missions independently and collaboratively create change. Women@ZS, a ZSer-led DEI group, understands the needs of our women and has a rich array of programming targeted to support women’s growth at different career stages. As we grow the pyramid gets narrower, to empower women to reach top of the pyramid we have equity-based programme Path to Principal, focused to equip women with the necessary skills and mindsets for a future leadership role at ZS.
Parenthood is a very important marathon of life and to support employees in their individual journeys we have a focused programme which includes a guidebook for new/to-be parents, a network for parents and a series to share information. Enabling employees and supporting them throughout their journey so that they have the care they need to thrive in and outside of the workplace is a key element in integrating future-forward initiatives to build a more cohesive culture in organisation.
What practices should organisations follow to cultivate empathy within the workplace?
Smartest brains with good hearts is the essence of cultivating empathy in daily lives at workplace. Having strong values and embracing them in operations is what helps organisations build a strong foundation which continues to expand with the talent. Setting accountability for employees to do a self-check and celebrate good behavior that aligns with the cultural hallmarks sets the tone at individual level to practice empathy. Treating people right, doing the right thing and getting it right are our foundational values which are ingrained in each employee, and we are heavily invested in self-practice of the same at work.
