Hyperawareness in the workforce is related to two digital accelerators: “behavioural awareness” and “situational awareness.” The functions of these digital accelerators are to gather data about the internal and external business environment from the workforce, the operational environment and customers, which include insights. Businesses need technological assistance to enable “behavioural awareness” to effectively collect data from a workforce of thousands or more employees and contractors.
By analysing the communications data, a business’s employee productivity can be improved rapidly. The “situational awareness” senses the changes in the marketplace, including the company’s customer base, competitors and partners relevant to the organisation’s tasks. This also includes sensing the operating environment that monitors the changes in the physical assets like the facilities that businesses use to deliver the products or services they sell.
Informed decision-making in the workforce transformation requires improving strategic decisions that can shape a business’s future and daily employees’ decisions. The digital accelerator, “augmented decision-making,” combines with “ubiquitous analytics” and submerges analytics and informed decisions directly into the work process providing employees with the tools to make better decisions. This includes the “automated or fast decisions”, whereas technology helps accelerate the speed of decisions through automation and analytics.
Informed decision-making ensures that the employees influence the decisions with the right expertise. The “inclusive decision-making” digital accelerator connects the shared intellect of the workforce whilst giving a voice to various viewpoints and expertise. This supports the front-line staff in planning their activities more efficiently with the outcome of increased productivity.
Fast execution in the workforce transformation focuses on two points – resources and processes. The workforce plays a vital role in ensuring that the business manages speed and excellence. As business conditions dictate, dynamic resources are the business’s financial and technological assets.
They are divided into two types of resources – an agile talent, the ability to find workers with the needed skills and knowledge, and construct teams with speed and accuracy. The second one is agile technology, which can obtain fast technology resources and use infrastructure to meet rising business prerequisites.
Ensuring that employees are engaged in work is important for allocating talent. Less value and probability of quitting are the two major downsides of underemployed valuable employees. Software solutions can leverage internal and external data sources to identify employees at risk of deterioration. Optimal staffing is extremely difficult to achieve, but aligning staffing levels with changing traffic patterns avoid lost sales and improves profitability. This is fast execution in the workforce.
Transformative efforts target to create economic value for the business organisation and value for the customers through cost, experience, and platforms.
With the people creating value, it’s critical to succeed in a business environment to engage and efficiently deploy a high-performing workforce. Workforce transformation is the heart of digital business agility that drives success in the digital vortex.