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GREAT Place to Grow

“How can organizations be a source of inspiration and a positive force for current and potential talents?"

An accelerating pace of change poses momentous challenges to our lives, our communities, and our economies. Concurrent to the business world, a radical series of changes brings a host of profound questions to organizations across the globe, and an employment landscape is one of them. According to Dell Technologies and Institute for the Future (IFTF), 85 percent of jobs that will exist in 2030 have yet to be invented. What will the future of work look like? What are the skills required to successfully drive an organization? Will the job description of today respond to the needs of tomorrow? While the best answers to these questions remain unclear, BRANDi, a brand-centric management consultancy, has framed a structural guidance which is a cornerstone for every business seeking to create a healthy workplace ambience that aligns with organizational values while attaining sustainable success.


In a world where consumer demands are increasingly complicated and continually changing, it is not easy for companies to identify what exact skills or expertise are required for operating models to successfully satisfy changing expectations. “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” This quote from Alvin Toffler, a renowned futurist and celebrated author of Future Shock makes a good point for organizations today to realize that although a hard skill in certain areas such as literacy is vital, it can be replaced by advanced technologies or automation as they are invented to streamline repetitive tasks and make work that has a clear process, pattern, or procedure obsolete.


In addition to soft power, building a constructive culture is what companies should place great importance on. One of the world’s largest recruitment sites, Glassdoor, has surveyed more than 5,000 adults across four countries: United States, United Kingdom, France, and Germany and revealed that over half of employees prioritize workplace culture over salary. Culture can be a critical factor for top talents today when applying for a job and deciding whether to continue with an organization. So, what is the future work culture meant to be? The culture that could attract and retain top talents while wrestling constant challenges should give trust to each employee rather than to the rules or commands and promote them to be flexible with discipline, bold with respect, and decisive with accountability.


When it comes to people and culture building, it is often pushed into the responsibility of the Human Resources (HR) department. It is undeniable that HR has a vital role to play in cultivating and reinforcing a strong culture, beginning with the recruitment and selection of candidates who share the same values and excel in that culture. But the question is, is it possible for an entire functional area alone to be totally in charge of delivering a successful culture? In order to be an organization with a strong culture that is firmly held and widely shared by employees at all levels, the organization needs more than HR. Every individual within the organization should be responsible for the company, ensuring that everyone has a brand-benefited behavior and orients toward the same goal.

While the subject of people or culture may seem intangible or difficult to quantify, getting the first button buttoned right at the mindset level, building a constructive culture that attracts and retains talents, and ensuring that the environment in the organization empowers everyone to accomplish the same goals, can generate tangible results such as higher corporate growth, higher productivity, and fewer turnover rate.

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