C-Suite Blind Spot – Have Non-Traditional Roles Gained Greater Importance in Enterprise Strategy

Blind Spot

There has been the perception that CIO’s and CHRO’s remain in their personal silos and are oftentimes not included in the process when it involves strategic enterprise strategy development. A 2018 study by Deloitte’s found that only 29% of CEO’s believed that technology leaders within their organizations should be involved in the enterprise business strategy development. Past articles by McKinsey & Company and others have pointed out that many corporations view HR as merely administrative, with little or no strategic impact.

Flash forward to August 2020, COVID19, introduction of the hybrid workforce, widespread global cybersecurity threats, potential skills gap, and the explosion of digital and data importance. Have CIO and CHRO roles gained in strategic importance? Do technology and human capital management deserve, or get, a seat at the enterprise strategy development table? Will they now be included as an integral part of this process?

Illumination

Prior to the pandemic, the 23rd Annual PwC Global CEO Survey conducted in January 2020 ranked cyber security threats and the availability of key skills or a skills gap as the 4th and 6th most serious threats to corporations in 2020. Add in the disruption and deeply impactful nature of the past 150 days; including CIOs and CHROs as an integral part of this discussion, deserves some consideration.

The effect that the current climate has on how companies deal with data management, streamlined and transparent communication, and the global workforce has made it necessary for senior leaders to rethink the positioning of the CIO and CHRO human capital in enterprise strategy development conversation. As the C-Suite emerges from the pandemic to embrace the new short and longer term “new normal” CIO and CHRO will provide valuable partnerships in determining a road map for facing current challenges. Additionally, these partnerships can be core to driving function, growth and evolution of the organization.

CIOs & CHRO’s can help answer the following questions in developing the strategic plan:

· What will the organization look like in 1, 3 or 5 years?

· How are organizational design and change management handled?

· Are the necessary tools and human capital accessible to handle the transformation and evolution?

· How are the extended cybersecurity challenges of a large remote workforce managed?

· How are metrics monitored on remote productivity?

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly. When winning or losing are the only two choices, build a team and choose to win.

C-Suite Blind Spot – The Hybrid Workforce – Is the Second Wave Mental Health?

Blind Spot

Job loss, reduced income, increased workloads, job related safety issues, lack of clear and reliable information, children concerns, a transient workplace structure, elimination of personal freedoms, isolation, and overall future uncertainty, all contribute to stress in normal times. Add to that the elements of the worst pandemic in a decade and even the sanest among us can feel increased anxiety, despair, or depression. The situation is further compounded with COVID19 being an invisible force. Unlike a fire, hurricane, or any natural disaster that is visible so the unsafe zone can be avoided, with coronavirus, anywhere or everywhere can potentially be unsafe.

The magnitude of the challenges and ongoing certainty that we are all currently facing can lead to mental health issues in the workplace. Employee’s mental health can have an effect on productivity, absenteeism, workplace-team stability, and communication. The World Health Organization estimates depression and mental health issues cost the global economy $1 trillion in lost productivity each year.

Illumination

A recent Kaiser Family Foundation poll found that the pandemic had negatively affected the mental health of 56% of American adults. Additional studies show that the unemployed, those with lower incomes and students had greater levels of concern for their mental health. Interestingly, studies also show that employed, higher income earners also had similar concerns. Mental health issues affect everyone.

A joint report from Morneau Shepell and Mental Health Commission of Canada references “Dr. Howatt, he says that ‘Mental health is not binary – in that people either have issues or not; it lies along a continuum and can change depending on the challenges we face. It’s critical that employers consider the mental health of the entire workforce and develop a strategy that addresses all levels of mental health programming, including preventative measures to keep employees healthy, early intervention to navigate through challenges, and supportive policies to aid in effective transition back into the workplace’.”

it is imperative therefore, that the issue of mental health be included in the hybrid workplace plan. In addressing this issue, executives should:

· Seek external expertise to target and plan for both immediate and long-term needs

· Promote a healthy environment that is free of mental health stigma

· Ensure that all employees know and have equal access to a support structure that is safe, secure, and confidential

· Ensure adequate funding for mental health

· Increase vigilance about employee’s psychological safety

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly. When winning or losing are the only two choices, build a team and choose to win.

C-Suite Blind Spot – The Hybrid Workforce – The Danger of Parallel Structures

Blind Spot

With 50 days remaining until the beginning of the 4th quarter of 2020, most companies are determining what their new workforce structures will look like in 2021 and possibly beyond. With so much uncertainty and an accelerated timeline, the task of developing the optimal workplace structure to cope with the new normal is difficult and critical.

It appears that the hybrid model, where some employees work from home while others work at the office, is emerging as the foundational benchmark for success in establishing the remote workplace. Research is showing that there are measurable financial and employee satisfaction benefits, as well as a majority favoring the newly emerged remote workforce concept. However, proceeding without a deep dive into the company’s core DNA, what it needs to survive and grow and its functional restrictions could lead to the emergence of paralleled structure workplaces. That is, employees at the office are able to maintain an easy connection and cohesiveness that the ones that work offsite cannot.

Illumination

As executive’s cope with a reality that could not have been anticipated, what areas should they be focused on as it pertains to their most valuable assets, human capital? Is the human element the most challenging component in designing the remote workforce model?

In giving attention to the following areas of focus in the development of the hybrid workforce plan, companies can prioritize the investment in human capital and promotion of cohesive teams.

· Have clear and transparent messaging that the new workplace model is indeed a work in progress and continuously evolving

· Recognize that managers and management roles may not transfer and adjust well to remote work

· Invest in duplication of the on-site office experience – connection; cohesion - for remote staff

· Ensure off-site employees not only perceive to have, but actually have equal; access to the same career opportunities as the on-site workforce

· Explore new ways to create formal and informal virtual connections for employees. E.g. regionally located microsite or micro hub offices

· Strive to continually communicate messaging that promote an environment of safety, trust, cohesion, inspiration, and motivation

To sustain a workable hybrid workforce model, employees need to feel connected to their co-workers, equipped to perform the task at hand and valued for their contributions to the success of the organization. Access to mentoring, coaching and necessary resources should be seamless whether remote or on-site. Measure, evaluate, review workplace metrics and results constantly.

As legendary NBA coach Phil Jackson so eloquently put it, “The strength of the team is each individual member. The strength of each member is the team.”

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly. When winning or losing are the only two choices, choose to win.