HRO Today Forum Europe Highlights
7.
Make sure the job is decent and supports an individual’s sense of dignity.
8.
Make sure there is the possibility for individual recovery.
9.
Provide sufficient support from colleagues and leaders.
And if a company wants to embrace the practise of job sculpting, it will have to abandon the classical approaches of job descriptions. This in itself is an illustration of a new style of leadership that balances letting go how someone does the job (job descriptions, formal job organisation content) and holding on to required results. In general, organisations should abandon the idea of collectivity when designing HR practises and moving towards a more individual approach. Why Bother? Although customisation has its challenges, there are a lot of benefits both for employees and employers. Two examples:
Remote work. Mobility issues inspired very often the introduction of remote work. Companies have adapted office layout, introduced technology, and set-up systems— like video conferencing—for collaboration. But the biggest challenge is to change leadership and culture. The new way of working requires a whole different way of organisational thinking. For remote work, organisations have to step down from the idea that control adds value. Instead, companies need to operate through a balanced, results-oriented work environment. A value and trust-based style of leadership is a condition for remote work to be successful. No trust, no flexible way of working. Job sculpting. To customise your workforce, start with an analysis of the skills and talent of an employee and construct a job around that. For example, you take an existing job and let the employee sculpt the job according to his or her individual needs and talents. Here are nine criteria for job design: 1.
Make sure the job has meaning.
2.
Make sure the person can use his talent in the job.
3.
Make sure the job provides opportunities for learning and growth.
4.
Make sure there is sufficient autonomy.
5.
Make sure the job can evolve over time.
6.
Make sure a person can experience flow and obtain success.
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HRO TODAY GLOBAL
| WINTER 2014
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Higher levels of employee engagement and therefore performance;
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Higher rates of retention;
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A better integration of private and work life;
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The possibility to recruit certain profiles;
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The possibility to recruit people from less evident environments with reduced work capacity;
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Prevention of health issues like burnout or professional diseases; and
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The capacity to work longer.
Companies that would like to customise their people approach should look at three things. First, the employment law in many countries (especially in Europe) provides flexibility. Second, a lot of issues can be solved in a standardised way. Offering choices to people should not always be cumbersome. Try and build an approach that offers choices whilst at the same time being manageable. Lastly, if legal and company policies don’t allow for mass customisation, consider adopting the practise of i-deals. For success in either situation, remember to define what you want to hold on to as a company, and what you are willing to let go.
David Ducheyne is chief people officer and general manager, individuals, for Securex. He presented his ideas and led discussion at the 2013 HRO Today Forum Europe.