Lynne Scheid is vice-president of human resources at Kofax. She has been with the California-based intelligent automation software company since 1989. Scheid has also worked in HR units for Century Data Systems (a Xerox company) and Charleston Associates (Anacomp). Lynne studied business administration at California State University, Fullerton, and holds a certificate in Human Resources Management from University of California, Irvine. Edited excerpts.
What, according to you, are the top three challenges for HR leaders today?
Change management: While employees and executives are receptive to the idea of a hybrid workplace, substantial organisational changes can exhaust staff. HR leaders must rethink workplace cultures and focus their efforts on establishing genuine connections among employees in a collaborative and efficient environment.
Skills gap: In the 2021 McKinsey Global Survey on reskilling, most respondents say skill building is the best way to close those gaps – ahead of hiring. As the workforce evolves and companies face changing business models to have a competitive edge, implementing a skills transformation strategy will ensure the workforce is future-ready.
Work-life balance: Given the increased acceptance of remote work, HR departments must set the stage for a healthy work-life balance by rethinking the way they manage human capital to ensure productivity and establish an optimal level of interpersonal communication.
What do these challenges mean for HR? How do they go about fixing them?
To address the challenges of managing a remote workforce amid shifting business needs, HR leaders need to work on:
- Creating a positive corporate culture
- Improving organizational dynamics, and
- Understanding the human psychology
To accomplish this, they will need access to the right tools and change-management models to connect corporate strategy to action. The first step is to gain digital insights into the organisation and develop the ability to virtually lead managers to build strong relationships with remote and hybrid teams.
How do you think this remote work and hybrid workplace would unfold in 2022 and beyond?
Remote work will not go away soon, and companies will have to support the disparate workforce to maintain the right processes and team culture over time. And as organisations implement hybrid work settings, a new set of cultures will emerge. HR leaders and people managers should be prepared to navigate these shifts.
How can people managers ensure well-being programmes yield outcomes in terms of resilience and purpose-aligned work culture?
HR leaders must gear up for more challenges coming their way with accelerated digital transformation. They must put the lessons learned over the last 18 months into practice. Organisations can combine targeting with recruitment, onboarding and performance management, which will create a more goal-oriented work culture.
But employees are quitting in droves, already. How do organisations stem the tide of The Great Resignation?
Improving and enhancing the employee experience is a must. Business leaders can change the dynamic of the Great Resignation by helping their employees thrive at work. To ensure that the organization is equipped and prepared for the future of work, businesses should invest in the right technology and support their employees’ development and well-being.
What’s your talent management mantra?
Hire right the first time. Talent management ensures the company hires the right people with the right talents and skills the first time.
At Kofax, talent management isn’t the sole responsibility of HR; managers also play a very important role. Even if employees are satisfied in their role, they may still leave if they don’t enjoy people they work with.
What are the top two priorities for your company this year and how are you equipping your employees to achieve them?
Rethinking leadership and support —to keep employees engaged and productive (while ensuring work/life balance for all employees).
Redefining our company culture —to ensure cross-functional employee engagement, recognition, communication, mentoring and employee development in a new, virtual environment.
Building a performance-driven culture —that engages and develops a diverse high-performing workforce by maintaining effective performance management strategies, practices, and activities supporting our corporate objectives.