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Predicted trends for 2011

May 11, 2011

As we move swiftly through the year, companies still have time to review some organisational elements that may enhance or affect employee performance during the 2011. Here are some of the 2011 focus areas:

  1. Increase in job vacancies – Companies will likely start to move into an active hiring space again, as 2010 was slower in the turnaround time in which companies made decisions when it came to hiring. This may have been caused by the global recession and as a result, financial spend was tightened. Many organisations used 2010 as the year of “spring cleaning” allowing them to tidy up policies and procedures and formal structures within their organisations.
  2. Employee mobility – Employees tended to also be a little more conservative in their decision making to make career moves without drastic improvements to their current situations. Will 2011 be the year where employees will actively start to seek alternative employment and employers will need to have effective retention strategies in place?
  3. Salary changes – Salary increases will still be very conservative. CPIX aligned increases will probably be what companies budget for.
  4. Extra benefits – Organisations will still need to address benefits that meet each individual’s motivational needs. This requires more frequent and less formal conversations with employees allowing companies to understand what intrinsically motivates each employee.
  5. Increased performance feedback – Managers will need give more consistent feedback on each employee’s performance, as opposed to just the formal annual appraisals. Open, clear and timely feedback. The more closely the feedback is given to the actual event/ situation the more impactful to enhancing performance.
  6. Mentorship – Increase effective leadership by working closely with individuals to guide and coach them on making effective decisions and delivering results which meet business goals.  This requires companies (management and employees) to have a clear understanding of what the individual needs to achieve and what their goals are.
  7. Leadership development/ successor development –  Many companies do not have a upward flow of strong leadership skills within their talent management stream and therefore there appears to be a gap in the level of next leaders in companies. Yet, nearly every company now has, or potentially can have, four generations of employees under their brand; and so the waiting to train an employee until they are in a position to manage others is no longer desirable or practical.  The Millennial generation (typically born 1980 – 1995) which are the youngest employees in any organisation, requires early and ongoing leadership development training as they prepare to take on retiring Baby Boomers’ (1945 – 1965) responsibilities at a younger age. Companies need to identify dual-career paths which either develop individuals on a technical level or on a management/ leadership level. But will need to move away from promoting their best technical employee into the next leadership role; or promoting the employee who has been there the longest into the next leadership role.
  8. Change in day-to-day management – Managing employees and their projects keeps getting more complex, as global mobility and the number of virtual working teams increase.  As there is an increase in the number of employees working out of their homes, there will need to be a careful maintenance of balance between micromanagement and neglect. Consider flexible working hours and allowing staff to work remotely as employees are increasingly looking for flexibility and being able to work from wherever in order to maintain work-life balance.
  9. Social media – Organisations will need to use social media tools to increase communication with potential employees/ customers and existing customers.
  10. Legislation – Companies will be faced with the effects of new SA legislation eg: Consumer Protection Act and proposed amendments to Labour legislation.
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