The Jack Morton branding agency engages and inspires employees by encouraging collaboration, offering mentoring and recognizing people who represent the company's values, says Melissa Rose, chief people officer. "Businesses need to identify star employees, especially women, early and expend resources and create opportunities to keep them excited about growing into positions of leadership," she says.
HR leaders should work closely with the chief financial officer and use data analytics to help determine how employees are creating value, says Leena Nair, chief HR officer for Unilever. "It is a key part of our talent strategy to help people discover their own purpose and therefore deploy them into the roles where they can live their purpose," Nair says.
Aileen Tan, group chief HR officer for Singtel, says it's important to allow employees the chance to show their potential. Her HR team tries new technologies, works with consultants to test ideas and focuses on building digital skills.
Some companies are relocating their headquarters to urban centers to attract younger workers. HR will need to address the needs of employees who don't want to relocate, research the move's financial effects and consider pay increases or allowances.
Instead of accepting limited options, encourage creativity, challenge the status quo, reward initiative and avoid setting deadlines for their own sake, writes Sharon Margules, a leadership development consultant. "Limits constrain who we are and what we can achieve, while options unleash creativity and allow us to move beyond arbitrary boundaries so we can make thoughtful choices," she writes.
Recognizing and showing appreciation for employees is a vital part of good management, and it doesn't have to cost money, says Mark Van Zon, performance and reward head at Fonterra. "Saying 'thank you' for a job well done, recognizing employees who have done good things and focusing on the development of individuals is the job of any leader," he says.
Hootsuite gives employees a chance to volunteer in other departments, learn leadership skills and get a close look at other jobs by randomly pairing with other employees, says Matt Handford, global senior vice president of people. "In Asia Pacific, as part of our People Movement program, we've successfully managed to move 20% of our staff to new roles, across departments," he says.