International reporting standards are becoming more narrative, rather than just financial. This has lead to increasing the fairness of reporting, addressing issues of the integrity of information and increasing the confidence stakeholders would have for what’s reported. In as much as I can write chapters about corporate disclosure, that is not the point of the article.
The main jist of of this article is highlighting a few areas in which job seeking professionals and HR practitioners alike, must consider:
This can be in any one’s personal capacity, but as history has repeated itself (FHM employees, Justine Sacco, etc.); the principles you uphold as an individual, must still mean something in your professional capacity. For an organisation to hire you, it must mean you share and can uphold its values, it must mean that you are reliable enough to be representative of its culture, products and ethics. Going back to corporate disclosure; investors, customers and interested parties (civil society, the state, etc.) are curious to know how companies engage within the societies they operate in, be it Corporate Social Responsibility issues, Staff Welfare or using “Green” materials in production. The importance of preserving the environment, state of democracy and improving the lives of citizens is as important to any organisation that is focused to sustainability as it is for the same entity to ensure that its employees are just as committed, if not more.
In the day and age of globalisation and twitter, one cannot ignore the implications one bad apple can have on the entire basket, be it from a global or national perspective. PR departments have their work cut out for them from a company’s standpoint, as products and offerings can spread easily through social media. It also is quite easy to quash or address bad news/reports through this medium, but its a different story when it comes to having an employee be the root of bad publicity. Not only does it seem like the company is merely ‘window dressing’ its principles but the people who are driving the strategic intent are just as fake/bad. This obviously affects revenue generating and any loyalty from a part of the market.
In as much as the recession/global credit crunch has brought about the needs for companies to have better corporate governance, accountability and transparency, so has the need for professionals to be just so, if not more. For if an investor is to part with their money for some kind of return (be it profit making or improving society), or regulators approve the policies of an entity, the people who drive the mandate of the organisation have to be of example for their colleagues, competitors and most importantly, the company’s sustainability. It is human nature to assume that we can be comfortable with someone once we know as much as we can about them. This is why I cannot stress the importance of a professional ensuring that they are desirable both in their professional and personal capacities.
The surge of Generation Y professionals is at the forefront of the kind of capital needed for innovation and game-changing products. The talent pool is largely neglected in the southern african region as young people are considered to either not have the appropriate skills for the workplace (even if they are graduates), that they are opportunists and that they cannot do routine work. This is the exact description that top companies like Google, Microsoft, Burberry, Groupon, Pharmaceuticals and Banks are gunning for. The individuals that want more responsibility, some level of risk and exposure.
Gone are the days when the number of years you’ve spent on a job warrant you a promotion. Education and professional development have become increasingly effective for addressing the needs of any business. It is the nature of recognising the leaders of tomorrow in the youth of today that is to determine how sustainable and competitive a organisation will be, and we are yet to realise this as a nation. Talent management is an ideal that was created to continuously develop human capital, just as any winning strategy would in continuously developing better products.
The cheapest and most optimizing investment an organisation can make is in its workforce, as employees are the very people who collect the data you analyse, provide the experience customers go through and implement the strategy you develop. This is something that not only senior management has to seriously consider, but reinforce through the HR function.