Session overview: How, where, who we work with has changed forever. Whilst advances through technology and digitisation have been building for decades, the recent necessity for flexibility thawed many of our well-established ways of working.
Now, people and organisations are establishing new, routine ways of working – virtual meeting etiquette is well-engrained; individuals are creating their own schedules, breaking up ‘focused work’ with time in the office to socialise and collaborate; and workforces are becoming more global and inter-connected than ever before.
One key group in every organisation has felt this change more than others – people managers. This critical engine in every business has likely seen their teams grow (as organisations become flatter, leaner and more matrixed); time zones and cultures expand (as technology makes work from anywhere a reality); employee voices become louder and clearer (as the market conditions shift, talent and skills become more scarce, and employees seek a broader value proposition); and, of course, felt the everyday reality of change, ambiguity and complexity (job roles, tasks, project teams, career opportunities are no longer clear or static as the landscape changes on a daily basis). Around the world, every day, people managers are relied upon to be the bridge between senior leaders and teams, to translate corporate messages and personalise work, to anticipate change, to build genuine understanding and connection with diverse individuals, to nurture new skills and build future-ready teams, and to deliver difficult messages (without damaging engagement or losing critical talent). It’s certainly a tough ask for anyone in a people management role today! The skills and behaviours required for success in people management historically are certainly very different to those today, and organisations must move fast to support, develop and empower this group to enable business longevity.
In this session we explore the new mission for people managers in the emerging world of work today. Through accessing assessment data on 1,000s of people managers, we examine the readiness of this population to deliver on critical outcomes, and share suggestions on how we can build strategies to support, nurture and grow a core layer of super-managerial strength in businesses today.
To explore how our new world of work has re-shaped the role and objectives of people management
To build understanding of the emerging skills and behaviours required for success
To provide objective insight into the readiness of current people managers to deliver these objectives
To enable strategic action by business psychologists, HR professionals and leaders to develop, support and optimize people management capability in organisations today, and in the future