The events of 2020 demonstrated that people are a key resource. <…> More and more companies are asking themselves what they should do not to achieve a particular financial outcome per se, but to achieve an overall level of employee satisfaction across various levels. <…> We need to create an environment which will make people want to join us. And this approach is giving rise to a lot of interesting new terms. <…> More and more, we are starting to talk about long-term goal-setting. People need to operate under their own steam, be they at home, in the office, travelling to and from work – they must always understand what kind of company they work for, — Yakov Sergienko, Senior Partner, McKinsey & Company.
A digital talent profile is essentially <…> a personal profile. It indicates which cultures I might work better in, and which cultures might be worse in my case. It details my skills, my experience. <…> When a person’s digital profile is linked to the digital profile of his workplace, you will be able to look at the screen and see: this person had these goals, he worked on them in this way, got this result, and the environment around him changed like this. This data is real, and exists in organizations. Companies are building profiles of their employees and their workplaces. Taken together, these provide insights on particular people, as well as on the decision-making processes of their managers, — Andrey Mityukov, General Director, Managing Partner, TalentTech.
In these situations, leaders invariably start relying exclusively on those closest to them – on their very narrow, inner circle. And this is very dangerous. They begin to consciously make the wrong decisions. That is why the first recommendation in the coping strategy is: expand your circle of people. The second recommendation is to maintain a positive attitude, revise approaches, and accept that what happened in the past, happened, even if it was a negative experience. <…> That’s because when it [the past – ed.] keeps haunting you, the organization cannot move forward. The third strategy is: help people feel that they are in a position to change things. That’s because learned helplessness is the biggest pandemic of our consciousness – that feeling of nothing being dependant on us, — Olga Filatova, Professor of Practice, Graduate School of Business, National Research University Higher School of Economics.