(Expansion) – In a I mentioned that one of the main characteristics of a great leader is active listening and, without a doubt, if this process is carried out successfully within our organization, the amount of information becomes exorbitant, becoming a new challenge, since it loses meaning if it is not evaluated and used strategically to open a path and drive actionable thoughts.
When we listen to a person tell a story, many times what catches us is the way he does it, even more than the anecdote per se. The same happens within a company in front of our clients and collaborators.
Faced with a wide range of complex and growing corporate challenges, our Human Resources and Business leaders are challenged daily to make their workforces productive, agile, diverse and engaged. In response to these challenges, data-driven and story-driven approaches are used to help companies define “what success looks like,” achieve their growth goals, deliver on their HR strategies, and evolve their workforces.
That decision process, specifically designed to eliminate bias, can help focus complex talent issues. These include deciding on the right skill set for lead roles, as well as achieving the optimal mix of talent and technology. That is, leaders must use those resulting thoughts to develop a narrative that guides and promotes action.
Today, many organizations are automating most of this analysis and thinking, allowing employees to focus on creating narratives and corporate messages. At this point you may be wondering how you can become a successful “storyteller” and there is unanimity on how to achieve it:
1. It is vital to understand the economic and social context, since in this way the implications that it has or will have for the work and for the collaborators can be understood.
2. Model possible supply and demand scenarios for talent and their needs, better understanding where the risks and opportunities lie in the future.
3. Engage business leaders and other stakeholders to turn their thoughts into actions.
At this point, if you don’t have relevant information, it has to become your priority to get it. Knowledge can be captured in many ways: one-on-one meetings, focus groups, surveys, and workshops with your staff. Ask yourself: what kind of support do they need? How do they want to consume or experience the benefits that RH provides?
By understanding the nuances in the insights gained from your data and evaluating the impact they will have on your business, you will be able to measure your corporation ‘s KPIs and correlate them with relevant business metrics and benchmarks to understand how to stand out from others. Remember, agile teams focus on rapid activation, evaluations, and continuous improvement.
Editor’s Note: Gerardo García Rojas is a Career Leader for Mercer Mexico. Follow him on . The opinions published in this column belong exclusively to the author.
