10 Points CIOs should Remember While Creating a Productive Workforce

HR Tech Outlook | Thursday, August 29, 2019

CIOs should be cooperative and responsive to suggestions and conversations concerning the organization for improved productivity to enhance the overall scenario of an organization.

FREMONT, CA: Today, companies are more than ever dependent on technology to fuel incremental changes. For CIOs, this implies an enormous chance to assist their companies in exploiting the technology that drives innovations and digital aspirations to achieve the business goal. Innovation, the evolving nature of the jobs, and a growing talent environment are the three key factors responsible for improved workforce management.

CIOs today have the task of establishing a workplace that improves employee engagement as well as provides better safety at the workplace. Whether for productivity or recruitment, both in terms of the workplace and the workforce, technology performs a crucial part.

CIOs should remember few points to create a better workforce and work environment:

1. Treat Employees Well and Give Importance: The productive workforce helps ensure that people in companies are not blocked from doing what is best by technology, whether recruiting a suitable candidate for job through traditional ways by HR or providing training through pen and paper by higher officials to their subordinates. But it is only the starting point to get this ability. CIOs must retain the right employees. CIOs that are looking for a productive and faithful workforce need to deal well with individuals.

2. Employees Should Know the Benefits of Their Work: Creating a productive workforce can be difficult, especially when older systems and well-established working methods are a barrier to a digital transformation agenda. It's challenging; to fight heritage technology and the difficulties it poses. And if you manage a squad that develops thoughts, understands customers, and shapes the vision but does not quite carry it out, this is hard. To ensure that workers understand the effects of their work is critical to building a productive workforce in a digitally-enabled business.

3. Satisfaction of Employees and Stakeholders: The development of a successful workplace involves two main facets, one ensuring that your employees are pleased and encouraged, and the second ensuring that your team works as well as it can. A mixture of these two factors enables senior representatives to understand the scale of efficiency. Regular feedbacks and problem discussions with employees are keys to staff motivation.

4. Deliver a Vision Supporting the Business Strategy: Leaders who wish to meet their staff productivity targets must focus on the people who are using their systems and services instead of focusing on the technology they implement. It is challenging to ensure employees know the needs of customers. A strategic, creative, and visionary strategy is needed for the CIOs. They must work closely in collaboration with the management group to ensure that the team correctly supports the business strategy.

5. One-on-One Meetings: The one-on-one discussion calls for a smoother approach, which CIOs can generally find challenging to engage in quick and determining conversations. These talks are, however, beneficial for CIOs to understand how a worker can create a strategy to concentrate on the job that is separately relevant to them. These discussions also allow staff to acknowledge and articulate a position that makes sense and motivates them.

6. Determine Barriers: After identifying personal motivators, it clarifies the steps necessary to advance these significant projects. This portion of the debate will start with two issues: ' What must you do with this job? And In linking your job, what barriers should we anticipate? Sometimes it is sufficient for some staff to know that the CIO takes a private stake in their life.

7. Look for Places to Change: Now that the CIO and the worker have determined what and how to change work concentrate or realign duties to alleviate the barriers and transfer the worker to a place better aligned with motivational initiatives. Take into account alternatives like team shifting or associates shaking. The objective is to identify possible and potential changes that can be made in terms of creative, but realistic solutions that are impractical or long-term.

8. Develop a Personal Plan of Action: Create an action plan to improve staff alignment and commitment to the strategy. For instance, if the worker believes that he needs time and space to work on a big data project, the change can be made two days a week from home. Identify what is required instantly for this to occur and intend to examine how this will occur in six months. It's all right if this happens as employment and concerns change in the future.

9. Support Changes: Keep the discussion on the motivators and schedule regular inspections to see how employees feel about work, assignments, and tasks. Hold talks informally and restrict them to 3 to 4 times a year. However, significant discussion at the job is an essential component of the project, work, and duties assignment method.

10. Evolved Ownership of Innovation:  CIOs are in the best position to help their company peers select technologies and maximize the benefit. Many CIOs start to seize this new opportunity, which allows and actually encourages lines of smoothness between IT and business. For example, a specialist analytics provider can be recognized to promote an IT project, forge a relationship with that portion of the company, while satisfying their own requirements.

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