During Covid-19, organisations all over the world faced numerous challenges. Its unmistakable presence in the modern business landscape altered the way we work, live, and interact.
Previously, the biggest potential problem was unexpected market drops or a scandal driving away investors; now, HR leaders, stakeholders, and CEOs must rethink ways to overcome several artificial barriers.
The People Matters Team spoke with leaders such as Darren Thayre, Head of Innovation, Global Strategic Initiatives (APAC, Japan, and China), Google, Ching Hong, CEO, Fujifilm Business Innovation, and Chee Gay, Global Chief Human Resources Officer, TDCX, to overcome such barriers and provide actionable insights on the future of work.
They will also be at People Matters TechHR Singapore 2022, Asia’s largest HR and WorkTech conference, held on August 25 and 26 at Marina Bay Sands in Singapore.
An exclusive pre-conference LinkedIn Live for People Matters TechHR Singapore 2022 was held before the summit.
These leaders identified the artificial barriers organisations must overcome to rethink what is possible in the ever-changing world of business and work.
After all, technological advancements have entirely reshaped organisations by integrating and streamlining their business processes.
Many businesses are now able to run their operations more smoothly and efficiently than ever before thanks to technological advancements.
Here are some of those thoughts and insights:
Virtual Reality, the technology of the future
We all know that the pandemic put countries worldwide in danger. So much has happened and converged in the technology landscape.
Leaders all over the world adopted one or more trends that aided or transformed their businesses and cultures.
Things that got me excited were Metaverse and virtual reality. It was exciting to learn how we can use gamification in our hiring, learning, chatbox, and machine learning processes. Those are the things we’ve used a lot in our organisation, and we’ve optimised it by incorporating cloud computing.Chee Gay, TDCX’s Global Chief Human Resources Officer
Technological advancements during the pandemic also changed how people and culture are perceived.
So much has changed in terms of hiring, onboarding, and engagement. I boarded myself remotely and almost never met the majority of my global teammates. I believe there is a new business model in place, as well as accessibility for people with disabilities and mental health issues. It’s not without difficulties, but it’s also very exciting. And I think there’s a huge opportunity there if you don’t get too carried away with taking over the world.Darren Thayre, Google’s Head of Innovation, Global Strategic Initiatives (APAC, Japan, and China)
The pandemic also taught us the importance of knowing our employees and their potential
I’m not into technology. Perhaps from a personal standpoint, I believe that when we look at people in analytics, we should want to know everything. Our employees are data from the beginning. The most important thing is to have a deeper understanding by using whatever technology or software is available and then harnessing it, knowing our people better. This, I believe, will usher us into the new normal.”Ching Hong, CEO of Fujifilm Business Innovation
Metaverse can provide an inclusive experience
Working from different locations can be challenging for employees and leaders when there is no efficient way to communicate and interact.
The metaverse has the potential to broaden the definition of hybrid work.
Thanks to this technology, employees can now collaborate remotely and engage in more authentic and human ways.
I’m involved with a lot of startups, mostly outside of my Google job, and they’re all over the world.” But when we couldn’t afford to fly, we experimented with one of my startups in a virtual reality Metaverse-type environment. I would say that it elevated the experience from video calls to being much closer to being in the same room together, and we got deeper into topics faster, and everyone felt included.Darren Thayre, Google’s Head of Innovation, Global Strategic Initiatives (APAC, Japan, and China)
Chee Gay described how his company’s employees were introduced to the digital world.
At TDCX, we provide a far superior digital experience. For example, when a candidate applies for a job, we can revise the data collected during the assessment using the personality tests. During the interview, we either recommend a job that is more suitable for them than the job that they prefer. That is one example of how data insights have enabled us to create value over the years.Chee Gay, TDCX’s Global Chief Human Resources Officer
HR must rebrand themselves.
Human Resources is now a dynamic department that aids in the use of various technologies to automate processes and improve communication.
However, there are additional critical skills that HR professionals must learn to capitalise on technological opportunities as they arise.
Historically, we’ve kind of had this concept in companies where there’s like a front of the house, the team that drives sales and revenue. Then there are back-of-the-house support services like HR, legal, and possibly even IT. I believe we need to flip that in this conversation, and HR needs to rebrand and reinvent themselves to think of themselves as the business at this time.Darren Thayre, Google’s Head of Innovation, Global Strategic Initiatives (APAC, Japan, and China)
Join the People Matters TechHR Singapore 2022, Asia’s Largest HR and WorkTech Conference, in Singapore on August 25 and 26, 2022, to learn more from these leaders.
This is your opportunity to become a better leader for tomorrow.