Chapter 8: What s Going To Happen Next?

Overview

Some people will like me and some won't, so I might as well be myself ,and then at least I'll know that the people who like me, like me

Hugh Prather

On the evidence of what employees say, there is no doubt that our businesses are going to change dramatically over the next decade . And while we can be thankful that technology is coming to our rescue, I think we are going to have to do a whole lot more than simply rely on that. Because, unless we can not only manage, but also empathise with, our employees , we are not going to get very far.

Throughout the research for this book I have recorded two key facts:

• Employers (like you) want to be able to measure better, so that you can put monetary value on the HR function. You need, you tell me, to be ˜more scientific', more ˜like finance', more ˜aware of the costs of employment.' Well that will get you a date with the CEO anytime .

• Employees (like yours) want to be left to their flexible lifestyle/work- style choices. They don't want to be a cipher, a number, a statistic that you can read like a balance sheet. Indeed, their checks and balances are all about being real, being human.

How do we begin to reconcile these twin expectations: one corporate, one individualistic?

In some ways, it would seem that we are demanding that HR professionals become more scientific and spend more time measuring human performance than ever before. This at a time when individuals - including all us managers too - are deciding that we want to be, simply ˜US.' And we want to be ˜us' at work, ˜us' at home - ˜us' everywhere.

There is a huge dichotomy in this. Made worse by the fact that we have a serious shortage of real managers who can effectively ˜do' the people thing. It almost seems a perfect example of poor planning. You want ever more scientific measures, the employees want to be left alone to do the job.

There are a few things, however, that will save us. First we are not really very good at measuring. Second it is doubtful that the majority of corporations will achieve this aim anytime soon.

Therefore what I suggest is that when you consider ˜What happens next?' in your business, you take into account these stirrings in the real world and make some adjustments to your plans.

There is no reason why you cannot measure, but please be sure what you want to measure.

There is no reason why you cannot begin to manage these people, but please be sure you get some managers who can manage and don't just have the word in their job title.

A careful plan, a well-sold plan, followed up with real commitment, will pay dividends in the months and years to come. It is just going to seem a little odd to begin with. To help, at the end of this chapter, I'll give you some of the insights I have picked up about how to sell these ideas to the CEO and your fellow top managers. You probably have your own ideas, but maybe I have been able to distil some thoughts and actions from other managers, the few who have already recognised the trend toward life/work balance, that might help you.

But first, let's look at what the future holds and how, by putting it into the new lifestyle context, you can begin to formulate the best ways, not only to manage, but also to build committed, productive employees.