How to ease pressure on HR

2. Embrace disruption

66 per cent of businesses say they plan to buy AI-skilled talent externally through consultants and new talent, compared to 34 per cent who say they will upskill their existing workforce. With only 43 per cent of respondents having formal training programmes in place to improve AI skills, chief executive Denis Machuel of the Adecco Group who commissioned the survey has said this approach is “buying your way out of disruption”. He added that companies should be doing more to “reskill and redeploy teams to make the most of this technological leap” by taking a more long-term view.

3. Take a holistic approach

Firmwide surveys can help you take an evidence-based approach to designing total reward strategies that truly engage employees. Considering the effectiveness of measures by asking employees directly about the value they derive from working at an organisation establishes an immediate feedback loop and helps you identify quick wins. This evidence-based approach to total reward is an effective use of resources, as it helps HR identify what is working and what can be improved, helping target resources.

4. Communicate the value you offer

Communicate the true value you deliver to employees. Total Reward Statements are designed to underline the investment each employer makes in its employees, both tangible and intangible. They can help you to outline your employee value proposition consistently to each employee – showing what you are promising staff and what you are delivering. This supports line managers in their role too, so that they can show their teams what is being offered and supporting them in conversations around pay and performance.

5. Cultivate a strong employer brand

Company culture, employee morale and commercial delivery depends on companies having a positive employer brand in a competitive job market. The skills shortage reflects how quickly skills are evolving and how the economy is uncertain. McKinsey is taking a more ethical approach to job cuts, because employees are being offered nine months’ pay to leave the firm and look for work elsewhere. The focus on wellbeing during this cost cutting exercise is a welcome sign that employers are increasingly placing employees at the heart of business decisions, which stakeholders also want to see as they consider which companies to work with.