Technology has been disrupting businesses for over a decade. This disruption across virtually every sector has slowly been changing the fabric of society.
Today, as you read this, you will have the history of a new change agent – COVID19. Three months ago this didn’t exist and change was largely driven by profits. COVID19 presents us all – globally – with a people-centric motivator.
And it’s about time.
In a recent survey, by Jack Hammer, an independent African executive search firm with offices across the continent, HR directors from 28 major companies across various industries including Fintech, Financial Services, Health, Education, Retail (Motor Industry), Media, Manufacturing, and the NGO sector, were reviewed.
“Globally, the trend is for … talent retention strategies to look beyond mere financial incentive, and to implement measures that ensure employee buy-in and engagement as a result of the focus on their wellbeing. We were therefore interested to see how South African companies fare in this regard, and to find out what measures have been introduced in local workplaces,” says Advaita Naidoo, COO at Jack Hammer.
The survey allowed for open-ended response answers to the strategies companies have employed that had a notably positive result on employee engagement, wellness and productivity.
The most popular “new ways of working” reported by SA companies polled, included:
- Remote working solutions (54% of companies)
- In-house catering at company expense (25%)
- Flexible hours (54%)
- Purpose-designed engaging workspaces (36%) (Including pause-and-rest areas, sleeping pods, ergonomic furniture, and green spaces.)
- Physical and mental wellness options (29%)
Other interventions, which are at the beginning stages of being introduced locally, include:
- Relaxed dress codes
- Extended/non-traditional leave policies
- International secondments
- Study options for employees and families
- Sabbaticals for long tenure
- On-site childcare
Whilst many of these consider onsite working environments, the impact of COVID19 is forcing businesses to explore other options – all of this will ultimately involve the unveiling of the deeper value that people represent in a business – not just their ability to attract a source of income for share holders.
Traditional business models tend to follow the systems employed by schools (structures, rewards, remunerations, projects, teamwork etc) and can leave employees feeling like they’re still being treated like children, deriding trust and reducing innovation.
“Companies are really starting to take on board the importance of being outcome rather than output and process-driven, and the fact that treating employees like adults actually empowers them, leading to an increase in engagement and productivity,” says Naidoo.
Some industries are no-brainers, but the motor industry – that seems like a whole different kettle of fish. However, whilst the fintech and financial services sectors score higher on implementation of new ways of working measures, there is a definite shift towards other industries getting on board, with motor retail close on the heels of the leaders.
The speculated reasoning behind this is that in highly competitive markets, workplace culture becomes the differentiator for the ability to attract top talent.
In the SA market, in the motor retail space, there is an exceptionally high demand for skills which are in short supply. What makes the difference then, is workplace culture and benefits.
Three months ago we could have pushed on with the status quo. But going forward, we can’t. It’s not enough to assume that things will return to normal; to assume this would be to completely underestimate the power of the human psyche in light of this world disruption.
What will it look like?
Perhaps a virtual driving experience with sales people using video messaging and social media to promote their stock. Improved handover and digital sign-ins for servicing departments. Online tracking for parts ordering and delivery with easier-to-use manuals where customers can begin to self-diagnose vehicle issues.
It could be all of these or none of these. It’s up to your team. Will you be able to trust them enough to let their innovation shine through? If you want to keep a fire going, you need to trust the people at the coal face to use the resources available to keep it burning fiercely and power your dealership engine into the future!