The Change Mentality and Why Leaders Need To Embrace It
What’s the next frontier in Human Capital Management? How about leveraging an Uber-type software platform to recruit the right people at the right time? Or using analytics to show how someone’s unrelated background can actually translate and fulfill your organization’s employment needs.
Business leaders need to embrace this type of people-focused innovation and use data in new and unique ways to identify and engage the right talent at the right time to ultimately drive business performance.
Aneesh Chopra was the U.S. Government’s first chief technology officer and is now focused on helping health care organizations use data to increase efficiency. Aneesh recently with me about innovation, culture, and how data plays a role in acquiring and engaging top talent.
He stressed that while technology and innovation can play an important role in health care and other industries, organizations need leaders who truly embrace the new world and lead their teams on new paths.
“It’s obvious when leadership is just squeezing the last [bit] of lemon juice out of the lemon because the model they’ve been accustomed to for so many years had worked,” he said. “They’re just not that committed to change, even though they’re saying it just to get by the next couple of years.”
A great case study of a leader pushing change is Trinity Health’s new CEO, who had previously run the Center for Medicare-Medicaid Innovation.
He arrived three years ago, pushing for Trinity to function as a people-centered health care system as opposed to having a doctor or hospital focus.
How did that translate? He:
• Encouraged new processes for finding the right talent
• Established a startup mentality modeled after Silicon Valley technology companies
• Made line managers accountable for their business units and encouraged to run them as startups
• Encourage innovation by awarding funding to groups within Trinity to try new ideas.
“Having a leader come in and, over the course of several years, put that marker in the ground and back it up with these [innovative] processes and training and recruitment is absolutely critical [for growth],” said Aneesh.
If the global economy matched talent with opportunity at a more accurate clip, it would get a $2.7 trillion boost, said Aneesh, citing a recent McKinsey study.
The global economy is moving in a direction where we can clearly match talent with opportunity, much in the same way that we can use a platform like Uber to recruit a driver. But it should be taken a step further by using analytics to match skills, not necessarily past job titles, with a company’s current needs.
“So you can find that military veteran who had phenomenal experience managing complex projects and bring them in with training to lead some of the more sophisticated IT projects that are in desperate need of project management,” Aneesh said. “Being able to find talent in new and clever ways and put them to work in an organization is the next frontier in HR/Talent.”
Another data source to help business leaders break into the next wave is standards. When there’s so much disruption going on in every industry, especially digital disruption, the HR function should have benchmarks to know if they’re keeping up or falling behind, said Aneesh.
“Certification models can help ensure an organization is moving forward and has enough feedback loops to determine whether they need to course correct,” said Aneesh. “In this era of digital disruption, change is about every sector of the economy, not just the high-tech sector.”