What difference can a year make? How the Future of Work has changed your work future

Humans are by nature curious creatures –and it’s no different when it comes to work environments. In fact, the competitive environment of business means the opportunity to know what is happening with your competitors, in your industry and in business in general is hard to resist.

The OIGP Future of Work Study provides unprecedented insights into the management of thousands of businesses worldwide, thanks to the yearly survey carried out by HR and General Management roles in a range of industries across the globe.

This information allows you to see how you stack up against others –and helps you determine how to improve on things like talent acquisition, training and engagement.

your work environment and priorities have changed –and how you’ve invested in your talent over the last year to create positive change.

Future of Work 2018 –what did we learn?

Change is a challenge

Across the board, attracting and hiring new talent was a struggle in 2018. But it was closely followed by adapting to change. Regardless of your industry, many workplaces are being affected by an increase and frequency of change and disruption. Internal teams often find change difficult to manage and approach it blindly, which demonstrates a potential to focus on this as a point of improvement.

The top five challenges also included retaining talent and employee engagement, which go hand in hand –lose one, and you’ll lose the other.

The power of people persons

We’ve spoken about the challenge of attracting talent –but for you, what does ‘talent’ look like? 2018 survey results show that far more than anything else, businesses are looking for leadership agility and the ability to coordinate with others. People-based skills are becoming more and more desirable as historically important technical skills can now be more easily accomplished through technological advancements.

The popularity of these skills can also be attributed back to the culture of change, and the need for employees to be able to adapt to it.

Traditional development still reigns

The more things change, the more they stay the same. While in some areas we see traditional preferences subsiding, within employee development, traditional methods still reign supreme.

In 2018 internal leadership development programs were still the most favoured way to develop the talent of employees.

However, a growing favour towards adopting coaching as a development tactic has continued to grow steadily over the last few years –hinting at a change in approach for many businesses.

What will 2019 bring?

It’s not simple to say –while there have been few dramatic shifts over the last few years, the top priorities often change position and hint at new trends each year.

While we’ll have to wait another month to see the results, we have a few predictions:

  • Change management will continue to be both a priority and a struggle, and businesses will start looking for a new way to manage it
  • Engaging professional, external assistance to adapt to change will be explored further
  • Coaching will continue to become a more valued and popular form of employee development.

If you’re interested in re-examining the 2018 report in full details, you can find it here.

If you want to know how your experiences compare and learn more those in your industry, you still have time to take part in this year’s survey.

Once the report is complete, you’ll be able to access a copy to help you determine how best to attract, retain and manage your talent for 2020.

If you would like more information on The Future of Work, or if you have any questions, please feel free to contact Choice Career Services by clicking here. If you feel your organisation would benefit from a direct consultation with us, you can reach me on +61 3 9326 4884.

Effective managers do these 3 things

As a manager, you are in a tough spot. At times, it can feel like you’re stuck between a rock and a hard place.

On one hand, you must understand, support and ensure your team’s share of the organisation’s goals are achieved, no matter what. And, on the other hand, you must understand and support your team members to ensure they have what they need (such as information, resources, buy-in from senior management) to achieve the goals that have been assigned to them.

When things are going well – team members are happy and engaged; the organisation is hitting its goals, making money – the burden on managers can more easily be carried.

However, inevitably, things get bumpy, and managers must be the bearer of “bad news” (such as implementing expense reductions, providing negative feedback, telling senior management a mistake has been made or that a key goal will be missed).

Three steps to great management

It is precisely at these rocky times that managers can make a withdrawal from the bank of goodwill (a rainy-day fund, if you will) that was built up during the “good times.”

The time spent building and nurturing mutual respect and trust yields short- and long-term benefits. That is why it is critical to do the following three things, every day:

#1: Understand

Everyone has priorities. Organisations do too. It is critical to understand what is important to the people that work with you and what is important to the organisation in which you and your team work.

This is not stagnant; rather, it is fluid; it can change in a moment’s notice due to internal and/or external factors. Check in often with your people and your senior management to ensure your perception of the priorities matches reality.

#2: Communicate

This goes beyond staff meetings and one-on-one meetings. Effective communication requires an “outside-in” mindset. Anything you communicate will be filtered through a person’s and/or an organisation’s priorities.

You may be trying to communicate something that is very important; however, if what you’re communicating does not correlate to your audience’s priorities, then you will have a difficult time getting your audience to engage and do what you need them to do.

#3: Connect

Managers are at the crossroads between their teams and senior management. You are an advocate for your team as well as an advocate for the organisation. To do both effectively, connect your team’s priorities with the organisation’s priorities.

Your team members should feel they and their needs are a priority of the organisation; likewise, senior management should feel that your team understands and is engaged in the organisation’s priorities. Managers are the key link in connecting these two together.


Make the most of your position

While difficult, being an effective manager can be very rewarding. Both sides will appreciate your hard work, understanding and advocacy, and they will reward you with their respect and trust.

I would love to hear about your experiences as a manager and what challenges you have faced and what you found to be effective in overcoming them.

For more information on how you can upskill new managers to thrive in their new role, contact Choice Career Services by clicking here. We understand that helping your managers succeed can be quite a personal process, so if you feel your organisation would benefit from a direct consultation, you can reach me on +61 3 9326 4884.

This blog was adapted from Chris Medici’s original article ‘Effective Managers Do These Three Things’.  Chris is Principal of Medici Consulting Services, Inc., a branding, marketing and communications consulting business. He has more than 25 years of professional experience, encompassing a diverse range of sectors and markets including government, health care, law, financial services, and energy.

The value of engaging quality career transition support

A person’s career is a cornerstone of their life. Whether you live to work or work to live, your job becomes an integral part of who you are – and an essential part of your overall wellbeing.

However, sometimes organisations are forced to restructure, causing anxious moments for all staff. Not only do redundancies directly affect exiting staff members and the manager responsible for facilitating the exit, but they can also have an indirect effect on the remaining team’s morale and engagement.

How to successfully manage disruption, and the importance of staying focused on your people

In a world where disruption in the workplace is rapidly becoming the new norm, prioritising the management of people is now more critical than ever.

Let’s take the big retailers as an example. Around the world, retail giants are facing huge amounts of disruption by new and more innovative online retailers.

Win a free trial of our Executive Coaching program

What should you look for in an Executive Coaching Program?

You’ve probably come across a lot of “coaches” in your time as a HR leader. But knowing how to assess the value of the programs they deliver is vital. If a coach doesn’t have complete clarity on the processes and outcomes of their assignments, you need to know about it.

When assessing the impacts of your coaching program, it’s imperative to consider the following:

What is your ROI on Management Recruitment — and how can you improve it?

Taking on the task of management recruitment is a costly and time-consuming process at the best of times. With interviews, vetting, and finally onboarding candidates, hiring a senior manager or executive can often take many months and cost thousands of dollars. Ideally, you want these new hires to hit the ground running in their new position so you can optimise your Return on Investment (ROI).