The start of a new year often brings hope and excitement. But it can also bring a sense of dread. Brent Miller explains how you can simplify your work for the year ahead.

We all make New Year’s resolutions. Whether it be joining a gym, learning how to cook, or finally taking that holiday to Europe, there is always one thing we want to do/learn/improve, and it’s always the start of a new year that brings on this enthusiasm for change and personal growth.

But why should it stop there? Why should resolutions be limited to personal growth? Just like our personal lives, our working lives have their own goals and challenges, so why not develop New Year’s work resolutions? The best part is that keeping your work resolution may be easier than you think, and the support you need to achieve it may already exist in your organisation.

Simplifying work

Just like personal resolutions, there is always something we want to change about how we work. There will always be an issue to resolve or a challenge to overcome.

Here are just some of the trends we expect to see in 2016:

  • Average salary increases are set to hit their lowest point in almost a decade.
  • Leaders will continue to find it difficult to attract and retain the right talent.
  • The gender pay gap will continue to make headlines.
  • Megatrends such as digitisation will continue to disrupt the workforce.

With these challenges facing leaders, it’s no wonder people are anxious about going back to work! If you are feeling like HR has been on holiday, here are a few resolutions you might develop for the year ahead:

  • Ensure your employees are rewarded fairly – no one wants to work for less benefit, so make sure you review your remuneration practices to ensure that there is both external relativity to market as well as internal relativity between roles and across functions.
  • Provide opportunities for training and development – as an employee, creating your own career path supported by the appropriate skills makes you feel empowered and more motivated to succeed. Before investing in training however make sure that the programme is relevant and won’t simply end up as another folder in the bottom drawer of your desk.
  • Identify the critical roles in your organisation and have succession plans in place – some turnover is natural, but be prepared by ensuring you have people with the right skills in the pipeline, ready to make the next career move.
  • Attract the right people – growing or changing your workforce means knowing what it takes to succeed in every role, effectively manage your selection processes and employee expectations.
  • Have a clear picture of your workforce – understand what your current workforce looks like, and what it needs to be in the future. Spending some time thinking about the strategy of the organisation and the structure that will support that strategy will serve you well in the year ahead.

How to NOT break your resolution

When you have the right job design and structure, you will have the right people in the right roles being paid the right amount. And this means more engaged people doing their best work. It may seem a daunting task (like with any good resolution!), but the good news is achieving these resolutions is easier than you think. Work measurement can help you with all of the above, creating order out of chaos and laying down the foundations for further improvements.

Hay Group’s job evaluation methodology is the world’s most widely used and respected work measurement process. It analyses role content which maps to the skills needed to succeed in a role, how an employee applies these skills to job challenges, and the impact of the role’s outputs on the success of the organisation.

So go on, make that New Year’s work resolution! And let us help you make sure you stay on track to achieve it. Talk to us about Hay Group’s job evaluation today.

What’s your New Year’s work resolution? Please share in the comments below! And read more on how work measurement can help you tackle talent issues


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About Contributor

Brent partners with local and multinational organisations to maximise their people and strategic potential. His expertise is in reward strategy, executive compensation, performance management, organisation design and workforce planning.

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