Future is now

The future within HR development and analysis involves a number of changes.
A lot of what is done today has too little effect.

In a norwegian report on leadership development released this month (june 2023), findings show that management training is very positive, but there are some very important challenges:

• Just well under half of the businesses have routines for regularly surveying what can make the leaders deliver even better in relation to the business's strategy and the employees' needs.
• A time-efficient method that contributes to learning and practical training on the job - and at work - while documenting progress and results.
  
• About 40% spend more than NOK 40,000 per manager per year in the private sector, so we are talking about a lot of money. Then it is important to give the best possible effect in return.

To solve these two issues "what" and "how" will the future bring more individualized automatic learning based on AI (self service) and less consultant-based group training.

HR will be facilitators and help the management and owners seeing the employees as assets.

Below we have listed some of what we already do and will be introducing in the near future. 

• "We" instead of "I"
  In Culture Exploit we measure culture, not just engagement.
  Contrary to the ‘I’ point of view analyzed in engagement surveys – Culture EXPLOIT seek to understand the ‘We’. According to Berkeley Professor Morten Hansen, who found out through his research how much greater the impact of purpose in relation to passion had on job performance.
  
• Leadership skills
  Which leadership skills affect and are needed for development of the different dimensions in the company culture. Do the leaders have the needed skills? If not what can we do?
• Behaviors
  Which behaviors amongst the employees affect and are needed for development of the different dimensions in the company culture. Do the employees have the needed behaviors to close the gap? If not what can we do?
• Transversal Competences
  Are competencies that are transferable between jobs. They are what used to be described as “experience”. Some people have labelled them ‘soft skills’ or ’emotional intelligence’.
  They are not job or sector-specific skills. The acquisition and measurement of Transversal Competencies mean that you can move from a career in marketing in the building sector to a job in counselling in Africa.
  However, the non-job specific competencies in communication, grit, understanding diversity, teamwork, using information from diverse sources etc., may also be key competencies in this new context.
• Automatic learning
  New automatic assessment in learning can transform the skills gap. This will be done by AI and gamification based by the individual needs to serve:
  • the organisations need of getting a better company culture.
  • The individuals need of getting more competences
    
• Putting Human assets on the Balance sheet
  Accounting standards are unreceptive to the concept of human capital. Yet if people are recognised as a vital resource of a company, arguably they should be measured and put on the balance sheet not only as a cost..
  

Words we will here more about in HR is Complexity, Fluid culture, Quantum management, Total societal impact,