Is your organization “going with the flow” of the ever-evolving workplace or becoming stagnated by outdated talent strategies?
The new world of work is responding to societal changes and sociocultural shifts by breaking down traditional barriers in the workplace and empowering employees to bring their whole selves to work to become more than a profession, title or job description.
As a vice president of human capital management (HCM) innovation, it only makes sense that Cecile Alper-Leroux is always studying the trends and workforce movements that are changing the workplace.
In one of her latest blog posts, Going with the Flow, Alper-Leroux explains how in order for that change to take place, organizations must undergo a “paradigm shift on the workplace horizon called ‘job fluidity’ in which people prefer not to be tied to, or identified by, a specific job description but rather ‘go with the flow,’ coursing between initiatives and supervisors to maximize the breadth of their many talents.”
In Be the Change, Social HR Specialist, Micole Kaye shares how the human resources profession must embrace the changes of employees within our organizations -- and daily practices.
Job fluidity, however, is only one component of the broader workforce fluidity movement that’s evolving our workplaces.
In an interview last year, Alper-Leroux shared more about how workforce fluidity can positively affect employees and organizations.
Workforce fluidity takes three forms:
Job fluidity—With job fluidity, people are not tied to or identified by a specific job description but are able to “flow” between initiatives and supervisors to maximize their contributions. The choice of work is assigned in consideration of each person’s curiosity and competence, as well as organizational need.
Organizational fluidity—Organizational fluidity is the reality of how works gets done and can include alternative collaborative constructs, the absence of formal organization structures, and even team-based hiring and compensation.
Identity fluidity—This is how people self-identify—though they may reject generational stereotypes, categories, or the limitations of binary identity categories such as “black” or “white” and “male” or “female.” To this end, Facebook offers its users 71 identity attributes to choose from when creating one’s profile.
Alper-Leroux believes in the importance of “people first” in organizations and is a champion for advancing the discussion around this evolving topic and its implications for the workforce at large.
In the end, it’s all about your people. Are you creating a workplace that allows employees to grow, to be productive and engaged, and to encounter new experiences and share their perspectives according to their skills and talents?
Exact job descriptions and a limited set of responsibilities will never encourage loyalty and retention in the new world of work.
How are you incorporating more job fluidity, organizational fluidity and identity fluidity into your workplace?
Please join @shrmnextchat at 3 p.m. ET on March 8 for #Nextchat with special guests Vice President of HCM Innovation for Ultimate Software Cecile Alper-Leroux (@cecilehcm) and Social HR Specialist for Ultimate Software Micole Kaye (@socialmicole). We’ll chat about how you can incorporate workforce fluidity into your organization.
Q1. From an HR point of view, how do you see societal changes and sociocultural shifts impacting your workplace in 2017?
Q2. What, if any, discussion is your organization having around implementing greater workforce fluidity?
Q3. When implementing organizational changes for greater workforce fluidity, what are the most important considerations for HR?
Q4. How is your organization supporting greater job fluidity and encouraging more diverse experiences for employees?
Q5. What are some performance management considerations that need to be addressed when implementing job fluidity?
Q6. How is your organization maintaining an open dialogue about identity fluidity inside and outside the workplace?
Q7. How can organizations revamp leadership development programs to remove bias and promote based on true leadership ability?
Q8. How can HR ensure that talent management strategies are aligned with workforce fluidity efforts?
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