Part B takes a closer look at the institution’s HR unit and provides guidance on some of the key areas where human resource management (HRM) needs to be reimagined. It is divided into three sections and provides suggestions on how to manage the changes in (a) the nature of work and working methods, (b) the workplace and (c) the workforce, which are being caused by the evolving environment.
Emerging technologies are providing opportunities to promote a data-driven, client-centric culture in the institution. These technologies seemingly have a boundless capacity to gather, store, analyse and mobilize data; connect people; and enable people to work virtually together across geographical boundaries and time zones, all at digital speed. New ways of working such as design thinking methods and working in multi-disciplinary teams are enabling innovation and problem-solving in shorter periods of time. Developing an employer brand, investing to progress staff potential and proactively supporting an employee’s individual career development plan promotes the retention and growth of talent in the institution. The active engagement of staff is fundamental to securing their support for the many changes that the institution’s transformation will bring, and how this affects their work, the workplace and how they are managed.