Organisational psychologist Anthony Klotz coined the term 'The Great Resignation' in an interview with Bloomberg last May 2021. Due to the ongoing Coronavirus pandemic, Klotz described a wave of people quitting their jobs, which led employees to rethink how, where, and why they work.  

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Let's take a closer look at Human Resources Information Systems (HRIS). In this article, you will learn about the basic functionality, benefits, types of systems, key features, functions, and how users interact with these systems.

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While it’s easy to assume the pandemic is responsible for the current, well-documented global skills shortage, the truth is new and emerging technologies were already impacting the skills needed by our workforce. The pandemic, which caused a previously unthinkable and almost overnight shift to working from home, only exposed the cracks.

In fact, back in 2017, a McKinsey Global Institute report, Jobs lost, jobs gained: Workforce transitions in a time of automation found about 33 percent of activities involved in around 60 percent of occupations could be automated.

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There’s no denying the Human Resources (HR) team is the beating heart of any business. Far from being just the ‘admin experts’, HR teams handle everything from the recruitment and onboarding of new employees to workforce planning and payroll.

People management is a skill with lots of moving parts, which is one reason why the push towards automation is so welcome among the HR people of the world. For too long, they’ve been weighed down by the repetitive (and okay sometimes boring) manual tasks they need to do, when what they really want is to look after the people within their business.

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With the acceleration of digital automation changing the nature of existing job roles, the need to address skills gaps is increasingly vital, not just for employee development and talent retention but also for individual and organisation performance and growth. It’s time to prioritise talent management through strategic skills training and internal mobility programs that support employee career progression.

Organisations not addressing skill gaps risk being left behind while more future-focused organisations put people development at the heart of their L&D initiatives, with upskilling and reskilling programs at the heart of their Learning And Development (L&D) initiatives.

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Almost one-half of Australian employers intend to increase their permanent headcount in the year ahead, according to the Hays Salary Guide Australia 2021. Perhaps unsurprisingly in the context of the ‘Great Resignation’ and a global talent shortage, 64 percent of employers say skills shortages will impact the effective operation of their department or organisation.

We look at the common hiring challenges and provide five considerations for developing a successful attraction and retention strategy – with a closer look at the generational differences in employee expectations of their workplace.

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Would you be surprised if we told you a recent Future of People Management Survey 2021, found 75 percent of HR managers expect their organisation will go through a period of significant change during the next 12-24 months? Change they’ll have to manage.

Chances are this isn’t a surprise because you’re navigating changes within your business every single day.

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An Australian Industry Group survey found almost three-quarters (73 percent) of Australian businesses expect they will have difficulty finding and retaining skilled labour in 2022. We should hardly be surprised.  

Lack of skills and resources has long been an issue for Australian organisations and its impacts have been felt across the wider economy, even before the pandemic hit. Our two-year long (and counting) sojourn with COVID has also provided us with a ‘double hit’, as we recover and respond to closed borders and changes to the way we work. 

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The pandemic has changed people's expectations of how organisations should work. Our Autonomy to the People research found over half of respondents (54 percent) believed it was more important people have control over when and where they work, as well as control over the resources they need to do their job (51 percent). The disconnect between people’s current and ideal states of working environment (command and control versus autonomy) is leading to a crisis in employee engagement, productivity and retention.  

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According to our recent research, most organisations in Australia operate with a mix of empowerment and top-down control working styles (79%), but when asked, people desired a more  autonomous environment. In fact, analysing the percentage change between current and ideal behaviours, there is a swing of almost 70% away from command-and-control behaviours towards those enabling autonomy.  Clearly, there is a disconnect between people’s current and ideal states.  

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