Platforms, practices, and partners drive a future fit technology strategy that enables growth, scale, and innovation. But one thing underpins the entire strategy — people. As a result, organizations must adopt practices that allow them to unlock the full potential of their employees through positive employee experience. To help you start, we boiled down the top submissions from the inaugural Technology Strategy Impact (TSI) Awards into four sets of best practices, supported by companies’ real-world examples. Here they are:
- Use leadership to inspire and motivate employees. Leadership sets the tone, culture, and expectations for the rest of the organization. Top organizations invest in building great leaders — ones that are deeply committed to solving customer problems and understanding and improving employee experience. High-performing organizations also close the gap between leadership and employees, ensuring that leaders are available to remove obstacles and support their employees, creating increased trust and transparency across the organization. For example, a transportation company mandates that every tech leader must devote a minimum of three days annually to shadowing an end-user employee, during which they must develop novel ideas to enhance products based on their observations. This practice ensures that leaders remain engaged and accountable for end-user experiences, while also emphasizing customer satisfaction in the minds of leadership.
- Empower employees to deliver on their mission. Leading organizations know that to unleash their full organizational potential, they must empower their employees, rather than rely on command-and-control practices to drive decision-making. Leading organizations invest in employee experience to empower employees and accelerate time to market. Empowered employees allow organizations to move more quickly to meet new and emergent customer needs, with teams closest to problems enabled to deliver resolutions. For example, a telecom provider recognized the need to transform its engineering landscape, which entailed a fundamental overhaul of its operations, from hiring and performance management to career development. The company needed to evolve away from a traditional top-down hierarchy toward an empowered engineering organization capable of making decisions. To drive this, the company invested in developing its managers’ coaching capabilities, equipping them with the skills necessary to guide employees and teams effectively.
- Continuously develop technology skills and careers. Technology leaders are aware that upskilling their organizations has become an urgent need as technological advancements have increased the speed at which skills become obsolete and new ones are required. Upskilling not only prepares your organization for the future and reduces the costs of acquiring new skills for the organization via hiring, but it also creates organizational agility as you cross-skill your employees and demonstrates your organizational commitment to employee experience. For example, a large nonprofit embarked on a journey to revamp itself to become a customer-centric, digitally proficient entity. As part of this initiative, the IT organization introduced learning sabbaticals — biannual opportunities for staff to expand their knowledge and expertise by upskilling themselves in emerging technologies, practices, and tools. By adopting a T-shaped approach to learning, employees gained a broader skill set and deepened their proficiency in their respective fields.
- Encourage creativity and innovation. With every organization having access to similar technologies and platforms, there is more emphasis than ever on enabling creativity and innovation. As organizations are continuously challenged to differentiate and deliver enhanced customer experiences, organizations that put in place the conditions for creativity, such as risk-tolerant culture, are the ones that are best positioned to identify new opportunities to create value. For example, at a transportation company, employees are given a platform to showcase their innovative ideas during a monthly event attended by a multidisciplinary committee of leaders, including the CIO. This event serves as an opportunity to acknowledge and reward good ideas, ranging from entirely new concepts to enhancements of existing offerings.
Companies in North America can visit here, companies in EMEA can visit here, and companies in APAC can visit here to review complete Forrester Technology Award nomination criteria and submit an entry. The deadline to submit a nomination is June 19, 2023 for all three regions.
This post was written by Principal Analyst Ted Fiona Mark and it originally appeared here.
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Keys To A Future Fit People Strategy - Forbes
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