What Leaders Can Expect in 2022
By Ian Taylor, Executive Director Sheffield, North Island, / AltoPartners New Zealand
Preparing for 2022 does not require too much of a crystal ball– the certainty of ongoing change is now embedded in our psyche. Sheffield Executive Director Ian Taylor shares what we might well expect leaders to be managing around workforce development in 2022.
Awareness of trends in change will enable us to plan as best we can. If anything, 2021 has proven that businesses need to have the ability to adapt quickly. No matter what industry, it is likely that we will be affected by some if not all of the changes discussed below. Our specialist teams are geared to guide and support you in making key decisions and providing bespoke solutions. Please reflect on Ian Taylor’s thoughts on the emerging change priorities for 2022 and make contact to discuss how we can support you.
Lateral Options for Talent Sourcing
Globally and locally the talent pool for a variety of sectors is shrinking. Employers are now looking at lateral options internally and outside of their industry for the talent that can be developed specific to their needs. Sourcing strategies, accurate and rigorous assessment tools, and tailored development plans are vital to enable this approach to be effective.
Workforce Movement Heightens
Employers can expect higher employee turnover. Employees will look for different opportunities that might offer either greater career stability or more confidence in leadership that is genuinely responding to the ‘people’ impact of a more uncertain world. Addressing the specific risks around these things through regular data gathering, effective communications and targeted leadership development will be crucial responses to these challenges.
General Competition for Talent
Competition for talent, in general, will become greater with higher salaries and remuneration packages being offered. There is an ultimate ceiling to this approach though. Beyond this what else does your organisation offer that is attractive?
While most employees will welcome a return to the office there is no doubt that lockdowns have enhanced our ability to work virtually and, in most cases, more productively. The need to recognize this and for organisations to offer even more flexibility in work arrangements will become a greater reality in 2022. What impact will these things have on targeted investment in hard infrastructure, workforce development and the growing importance of a leader’s ability to connect?
The Growing Importance of a Leader’s Ability to Connect
What employees require from leaders in the future will comprise of an appreciation for how connections throughout the business can be maintained or enhanced in a very different working environment. An ability to listen, empathise, inspire, and create connections (at a distance) will become a more valued set of leadership skills. Are you measuring and developing these skills in leaders?
Similarly, organisations will need to look even more intensely at developing their existing talent in making significant investment in assessment, reskilling and upskilling, as they adapt and reinvent for a very different market and economy.
Allied to this will be a focus on genuine ways in which we care for our employees’ wellbeing and mental health. It is the fourth addition to triple bottom line reporting! At the centre of this balancing act will be how organisations and communities communicate and partner around issues that create healthier, happier, and sustainable environments.