Levers For Crafting A Human-Centric HR Strategy
In today’s BANI world, managing and understanding people at the workplace has become extremely crucial. Each employee is different and has a different set of values, personal goals and expectations from an employer organisation.
Every organisation has a different employee demographic
Explaining how managing people has become imperative for unleashing their true potential, Sonica Aron, Founder & CEO, Marching Sheep says every organisation has a different employee demographic, therefore creating a human-centric HR strategy has different variables at play for every organisation.
Citing the example of the millennial generation, Aron emphasises that millennials are people born between the years 1980 to 1994. While employers may do a lot of research on their likes and dislikes, it is not necessary that every millennial or Gen Z likes bean bags as a parameter of modern co-working in offices. And within a range of 14 years, people are bound to operate with different thinking patterns, beliefs and value systems.
Every employee in an organisation is at a different personal and professional phase in his life. And many companies today have a demographic dividend spread over multiple locations, the same set of policies may not work for employees operating from different geographical regions.
Enabling managers key to getting the employee experience right
Touching upon another important dimension for getting the employer-employee equation right in current times, Aron says that it is important to understand that a worker or a finance executive does not experience the organisation through its policy manuals, he or she experiences the organisation through the supervisors and managers.
"At the end of the day, if we really want to create an employee-centric organisation, we have to enable each and every manager and leader in the organisation", says Aron at the BW People HR Excellence Summit And Awards 2023.
Employees have moved beyond seeking work-life balance
Covid 19 and working in the new normal has changed the priorities for many employees across the globe. Employee motivations are no longer restricted to financial package as a major factor while working for an organisation. Employees, and potential interviewees, today, look at the holistic picture while joining or working for a company.
Is the company culture aligned with an employee’s life goals?
Is the manager giving the right feedback and exposure?
Does a manager bring empathy to a situation?
Besides reflecting on such questions and choosing an employer based on a humane association beyond the pay package, the emphasis, as time moves forward, is on work-life alignment rather than work-life balance says Aron.
