With mobile devices offering on-the-go access to everything from emails to work files, and video meetings connecting colleagues across the globe, the world is the new workplace. In fact, experts predict more than half of all full-time workers could be working remotely by 2020—just four years from now.
Employees are craving the independence that comes with project-based freelance work and the option to work remotely—but offering more flexibility has benefits for employers, too. A recent Gallup State of the American Workplace report found that employees who spend just 20 percent of their time working remotely are more engaged than in-office employees. They get the best of both worlds: time spent collaborating with coworkers in the office and a sense of independence.
So what does this new mobile, remote workforce actually look like? Let's take a closer look at the modern faces of mobility.
How To Support A Mobile Workforce
To best support this new mobile workforce, start by taking a look at how your organization invests in technology. Whether your employees are calling into a video conference from home, checking a mobile device for field assignments or responding to emails at the airport, technology is what's keeping them connected to their colleagues.
"Technology can be a double-edged sword—it's certainly increases workplace pressures, but it can also be a part of the solution," said Phyllis Moen, a University of Minnesota sociologist who studies careers, families and well-being.
Be thoughtful about how mobile devices can be used to increase workplace flexibility—and set boundaries so that expectations of availability don't create more stress. With video chat, email, conference calls and WiFi it is easy to constantly stay connected with remote employees.
When investing in your office's physical space, keep flexibility in mind as well. Create spaces where employees can find focus or privacy, such as small phone rooms. Empower—and trust—your employees to choose when, where and how they work and you could see increased engagement and performance. Allowing employees to work from home occasionally can help increase productivity and decrease stress.
There is no doubt that remote work is changing the workforce. And while there is no one size fits all solution, companies that embrace new mobile technology and workplace flexibility to support their remote workers can benefit from increased productivity and profitability, decreased employee stress and an overall more satisfied and loyal workforce.
Want to keep learning? Explore our products, customer stories, and the latest industry insights.
September 2014 Product Release: Mobility Made Easy
Today there has been a radical change in the way people work. The workforce has redefined where work is done and how business related content is consumed. This next generation workforce no longer needs an office environment to be productive. The availability of new devices and services are empowering the mobile workforce to work where, when and how they choose. Empowering the Mobile Workforce Our September ’14 Product Release delivers the technology that provides employees with the flexibility and mobility they desire. With the new features, organizations can maximize employee productivity, agility and job satisfaction. Mobile Video Learning – Users can now launch and view video learning courses from their transcript on the Cornerstone mobile app, providing easy access to learning on-the-go, at the time and place that is convenient for users. Employees can now take advantage of downtime during travel, in between meetings, or in the evenings or weekends – dramatically increasing adoption and impact of training initiatives. Mobile Single Sign-On – With SSO, users can now leverage their SSO username and portal information to quickly access the mobile app without the need for a password. Users can be authenticated using system credentials or network credentials that are validated against a client-configured SAML server, eliminating the need for multiple login information. This kind of behind-the-scenes enhancement is important for driving adoption and usage of mobile talent management tools. Cornerstone Mobile Video Learning: access training anywhere, at any time, at the exact moment required Learn more about Cornerstone Mobile and our September ’14 Product Release next month at HR Technology Conference in Las Vegas.
6 Ways To Promote Internal Talent Mobility in Your Organization
There are many different reasons for people to want to leave their current job, whether it’s to expand their skillset or flex their existing skills in a new environment. In a nutshell, people want to do what they're good at. The challenge for employers is finding ways to keep employees from getting bored and losing them in a competitive talent market. To keep its best and brightest talent, organizations need to foster career advancement and provide opportunities for employees to grow and enhance their knowledge, skills and experience. Introducing the Concept of Internal Talent Mobility The answer to retaining your top talent is not necessarily a move up the corporate ladder. Rather than upward mobility, many employees are searching for internal mobility. This fresh take on performance management plays a key part in successful talent acquisition, employee retention, and overall business success. Ensuring employees feel that they have a future within your organization is crucial for maximizing productivity and employee engagement. Having career management discussions and providing opportunities for employees to progress in their careers and to grow and enhance their knowledge, skills and experience is critical for job satisfaction, performance, recruiting and retention. Promoting Internal Talent Mobility in Your Organization So, what does internal mobility look like? Here are six tips to help your organization build its internal mobility programs: 1. Set Clear Goals and Metrics: Identify one or two specific goals that you want your internal mobility program to address, such as improving engagement or reducing high potential employee turnover. Next, settle on metrics that track back to goals and identify what data you will need to track and analyze in order to measure success. Then follow through. 2. Be Transparent: Clearly articulate that internal mobility is important to your organization and why by translating your goals into a policy. 3. Make it Part of Your Culture: Build and invest in career transition, learning, mentoring and coaching in order to ensure sustainability and the long-term success of your internal mobility initiatives. 4. Help Managers Identify High Potential Employees: High potential employees have the ability, aspiration, values and commitment to grow within your organization and be successful in more critical positions. However, not everyone wants to manage people. By identifying who the high potentials and high performers are in your organization, leaders and HR can best identify which type of mobility will best suit their development needs, respectively. 5. Provide Learning Opportunities that Make Sense: Lateral or internal moves often require additional training to prepare an employee for new responsibilities and skills. Ensure that these learning opportunities are flexible and agile so your employees can really take advantage of them. 6. Encourage Multi-Directional Career Transitions: Up is not the only way to go. As the organizational chart becomes flatter with more collaboration and cross-functional teams, enable your employees to apply their skills and talents where they make the most sense. Develop Your Own Internal Mobility Program Internal mobility is a win-win for employers and employees alike - employees are able to continue to expand and enhance their careers while the organization is able to retain top talent. Work with employees to create a career path that meets the needs and goals of both the organization and the employee. If an employee within your organization is looking for a change, don't wait for them to go looking somewhere else. Show them the possibilities you have right within your organization.
Top Talent Lies Within: How 4 Companies Are Embracing Career Mobility
In an increasingly competitive talent market, organizations are not only struggling to keep their best and brightest employees—they're struggling to keep talent at all. An annual global survey from LinkedIn found that nearly one in three employees are actively looking for a new job and almost half of all employees would be "extremely and very interested" in hearing from a corporate recruiter—whether they're looking for a job or not. But these changes don't have to occur with another company. Our recent Career Trends report found that employees are often more interested in growing with their current employers than leaving: 89 percent of employees would consider a lateral career move with no financial incentive and 77 percent would relocate if given the opportunity. So, while people may be looking for new opportunities, they're not necessarily looking for a new employer. The problem? Opportunities for internal career mobility are severely lacking. HR professionals hire externally for two-thirds of open positions and only 32 percent of organizations encourage cross-departmental movement. But for companies that shift their thinking, the payoff promises to be great. Employees gain the new experiences and skill sets they seek, while employers groom engaged top talent. At our recent user conference, Convergence , four Cornerstone clients who chose to embrace career mobility shared their success stories, and encouraged attendees to follow suit. Here's a peek at what they had to say. Hitachi Taps into Its Innovative Spirit Founded in 1910 as a mining machinery repair shop in Hitachi City, Hitachi now has 330,000 employees worldwide serving nearly 15 industries. With such a large and diverse workforce, Hitachi feared they were losing sight of their founding innovative spirit. When a company-wide employee survey revealed a lack of consistent reporting structures and performance tracking, CHRO Levent Arabaci saw an opportunity to break down company silos through learning and development. "If we want to be a global company, we need to make things cohesive," said Arabaci. "We were good at mobility within departments, but mobility should be based on talent [company-wide]." Since launching Hitachi's learning management system, "Hitachi University," last year, the company has engaged more than 250,000 employees in a streamlined learning, development and performance program. As Arabaci shared, "Every employee should have the opportunity to be CEO one day." Kohler Helps Employees Reach Their Goals Kohler serves four industries, 30,000 employees and 50 manufacturing locations across 6 continents. Similar to Hitachi, the company faced a challenge in providing a cohesive employee experience, and ensuring that workers had opportunities across business units. In response, Kohler decided to revamp its recruiting process—instead of each business unit and region having separate recruiting strategies (some manual, some automated), the company began on a journey to implement Cornerstone company-wide. Since launching in the U.S. and the U.K., Kohler has seen a 15 percent increase in talent sharing across business units. "Career mobility is about much more than visibility into opportunities available," said Marcy Keuler, senior manager of HR process and technology, "It's about tying learning and development to those opportunities." VCA Creates a Welcoming, Supportive Culture VCA is a 30-year-old organization with more than 700 veterinary hospitals and 20,000 employees across the U.S. and Canada. As the company has grown through acquisition, VCA faces the unique challenge of infusing their culture into new hospitals and making new employees—from admins to technicians to vets—feel like part of the family. With this in mind, VCA invested in a unified suite of learning ("Woof University"), performance tracking ("Purrformance") and employee collaboration ("Dog Park") to foster a stronger organizational culture and better career mobility. "Employees with career opportunity are more productive because they know performance matters," shared Diana Nguyen, senior director of knowledge development and learning. Since launching, VCA has seen a three percent decrease in turnover, a five percent increase in employee engagement and higher client satisfaction. United Empowers Employees on the Frontline United Airlines aims to be the preferred airline for their customers, employees and shareholders—and they see employee satisfaction and growth as key to achieving this goal. But with multiple talent management systems and processes for their 86,000 employees, insight into employee performance and engagement data was fragmented and limited. In 2015, United decided to invest in unified talent management and reconfigure their leadership programs. They rolled out a mobile program, deploying 45,000 devices so employees can focus on helping customers from multiple locations (instead of just from behind a counter), and have begun reviewing holistic data to make smarter workforce decisions and identify top talent. "We want transparency for our employees," said Deb Woldman, director of learning technology and development, "I've had a number of careers in the same company and I want that for our United employees." Photo: Twenty20