Other parts of this series:
- Bankers Study Fintech Online, Branding on Social Media – Talent & Organization Weekly News Update
- Banks Eye Frankfurt for Post-Brexit Offices, Mentorship Program Aims to Improve Gender Diversity in Finance – Talent & Organization Weekly News Update
- VR Training for Insurers, Agile Careers’ Popularity on the Rise – Talent & Organization Weekly News Update
- Metrics Makeover for HR, Insurance Skills Shortage in the UK – Talent & Organization Weekly News Update
- The War for Digital Talent in 2018, Resilience in the Workplace – Talent & Organization Weekly News Update
Here are the top news stories in talent & organization from this week.
Amsterdam vies for post-Brexit finance business
As London’s finance sector scrambles to find new European homes after the United Kingdom’s upcoming departure from the European Union, Amsterdam has joined the likes of Frankfurt and Paris in making its case as the best place for relocation, writes Shellie Karabell in this Forbes Leadership blog post. The city leaders have had talks with more than 100 financial services firms and already are helping 18 of them with the process of post-Brexit relocation. Dr. Udo Kock, Amsterdam’s Deputy Mayor for Finance and Economics, told Karabell: “We are the only location that offers the whole package. Great connectivity, a huge talent pool and a quality of life.” Amsterdam’s government and business leaders point to the city’s physical location advantage, being just an hour away by train or plane from Paris, Frankfurt and London. Karabell also highlights how Schiphol Airport consistently ranks in the top-ten list of world’s best airports, and how its rail link connects to downtown in a matter of minutes.
The war for digital talent in 2018
“In 2018, technology firms will face stiff competition for digital talent from traditional sectors including, but not limited to, healthcare, manufacturing, banking, insurance, retail, energy and utilities, and government,” writes Sunil Musti in this blog for DXC.technology. He points to three key statistics: Over two-thirds of the demand for IT jobs today comes from non-tech industries; the U.S. Bureau of Labor Statistics predicts that by 2020 there will be one million more IT jobs than computer science students in the U.S.; the agency also indicates that 1.3 million IT and cyber security jobs will need to be filled by 2022. According to Musti, finance and other sectors will continue to “invest heavily to restructure business models, further digital transformation initiatives and systemically evolve their workforce to be lean, agile and capable to thrive in an environment of digital disruption and rising customer expectations.” Organizations are getting creative with multiple approaches such as crowdsourcing, strategic partnerships, collaborating with academia and educators on advanced training and customized curricula, he notes.
How to manage the “outsiders” in the workforce
According to Alison Davis, the greatest asset in an organization may be the “outsider” in it. Psychologists define “outsiders” as the employees that are just a bit different than the others and not quite a part of the group. Davis recommends four steps to effectively manage and motivate the outsiders in every team: 1. Make an effort to listen (one-on-one time with the outsider is best). 2. Explore the outsider’s strengths (carve out specific tasks that will allow them to shine). 3. Regard differences as a competitive advantage (listening to people who disagree with you may not be easy, but it will make you a better leader). 4. Encourage the outsider to help your team think outside the box (create opportunities that allow everyone to have a role in innovation). These strategies will help bring outsiders into the fold and encourage them to do their best, Davis says.
Resilience in the workplace
Workplace resilience depends on multiple factors and can be taught, argues Felix Schirmler, business psychologist at Chemistry. He begins by defining resilience as the ‘ability to bounce back from stressful events’ or ‘to strive despite adverse environments,’ and encourages organizations to build supportive and collaborative working environments that support their employee resilience. “It is possible to help people handle stress with education about resilience, but it won’t be easy to do it with generic webinars or classroom sessions,” Schirmler writes. He advises individual coaching sessions for employees, but admits that these are not scalable for large organizations. “There is a real opportunity to make the workplace itself a resource for resilience rather than focusing on trying to make your employees as robust as possible,” he writes. “If you manage to create or maintain a culture in your company where support and good communication are not just a means to improving performance but a real value, I have no doubt that this will help not just the individual, but also the organization as a whole to become more resilient, and more successful.”
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