How to… adapt to workplace disruption When it comes to workplace disruption are you leading, adapting


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or panicking? Jane Sunley of Purple Cubed explains best practice rather than making assumptions based on past (possibly irrelevant) experiences. ●Perfection is far from perfect – instead of seeking 100% certainty, look for 60% and go for it – implement and review, refine, evolve.


t seems that everyone’s worried about attracting, engaging, developing and retain- ing the right people in these challeng- ing times. As if the political landscape isn’t enough, businesses face increased competi- tion, disruptive overhead hikes, technological transformation and ever-widening customer expectations. In its recent Global Talent Trends Summary, Mercer cites the current seven most significant human capital risks as: ●Excessive time taken to fill vacancies; ●Low or declining employee engagement; ●Inadequate diversity; ●Weak leadership pipeline; ●Ineffective hiring decisions; ●Lagging production; ●Slow decision making. Yet, according to the same study, just one in three executives believe their companies can mitigate these risks. Perhaps this is because people are overwhelmed with the enormity and complexity of the task. What’s needed are practical approaches for responding appropri- ately, for example:


1 Speed over perfection


In our work, helping growth brands adapt to change, we constantly come across


slow, or absent, decision making, because “in uncertain times, we want to be sure” – or because the board, senior management or investors are still making most of the deci- sions. A few considerations: ●Start with ‘why’ – this is vital and brings focus to ‘what’ and ‘how’, thus avoiding confusion later. ●Examine options and associated risks – the person or team who are closest to the problem should think these through,


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Analytics You can’t fix anything without access to the right information. Yet often people are either drowning in a ‘bonfire of reports’ or missing out on the opportunities and the pos- sibilities for stress-free data capture. Buyer beware of the latest, shiniest tech, though. Be very clear about what you need to meet current and future needs of the busi- ness, rather than being bewitched by slick sales patter and ‘shiny’ apps. It’s not just about the tech you buy; it’s how you use it, and the support you can now expect to receive in doing so. It’s the suppliers with broader industry knowledge and exper- tise combined with a desire to help, rather than ‘sell a product’, who can advise and guide on how best to implement.


Choosing the right partners is just the start;


you could have the very best, state-of-the-art systems, yet if people don’t understand what’s in it for them and therefore want to use them, and if leaders aren’t committed to doing the same, your tech will never deliver the trans- formation you seek.


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Flexibility and new approaches Roles that adapt and change will become the norm. The advantages of reviewing


and redesigning jobs so they deliver better value are obvious. Look towards designing structures that flow around your business as it is now, rather than fitting good people into


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outdated approaches. As with all change, aim for evolution rather than a revolution; a posi- tive for everyone – plan, consult, communicate and review as you go.


Proactive recruitment When it comes to recruitment, look to cre- ative approaches, such as getting involved with the many employment charities the UK has to offer. And check out newly launched ‘Come- back to HTL’, the first cross-industry returners programme in hospitality, travel and leisure. Be aware of what’s happening elsewhere;


retail’s demise can be hospitality’s gain, as employee numbers reduce on the former and grow in the latter. Be proactive instead of wait- ing for candidates to come to you. Of course, your reputation as a great place to work is paramount. It takes only a few minutes to uncover a company’s reputation. And, as the recent announcement of this year’s Best Places to Work in Hospitality proves, good news travels… Hiring needs a makeover to ensure it’s as fast, contemporary, simple and sensible as possible. Robust hiring can be achieved both quickly and effectively with the right criteria, techniques and tech.


Hospitality will continue to face challenges, but we do have the confidence, drive and skill to meet them. These are incredibly exciting times, bursting with opportunities to disrupt the way things have been done traditionally, enabling organisations to become more agile, more productive and more successful. Bring it on.


Jane Sunley is a business author and founder of Purple Cubed


The Caterer | Aspire


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