More than Good Intentions: Resolutions to Keep in 2016

Despite the fact that many people feel as if September marks the true beginning of a “new year” in the sense of returning with fresh energy to work or to one’s studies after a relaxing summer vacation, January is still the time when people traditionally form new year’s resolutions.

On a personal front, we may resolve to become more fit, to read more “serious” books, to spend more time with family and friends, or to finally clean out the basement. The resolution bug usually hits around January 1^st but, with the possible exception of one or two positive new habits which may be formed, by February or March our busy lives overtake our good intentions and it is business as usual once again.

Business as usual may be the preferred option for those of us who would just as soon put off eating more vegetables or going to the gym, but it is not a sound option for any organization that aims to stay on the competitive cutting edge in its field. Business leaders know that good intentions are never enough.

Human resources departments should, therefore, consider making the most of the fresh calendar year by establishing some worthy resolutions for the next twelve months and then following through with an action plan to make sure that those resolutions make it off of the drawing board and into the daily lives of managers and staff. Here are some ideas that your organization may want to incorporate when drawing up a list of resolutions to keep:

1. Keep succession planning and talent development top of mind. Organizations must be ready to fill positions when they become vacant, and as more baby boomers in senior management get ready to retire, the need to identify and develop the next generation of leaders will become more pressing. Your organization may wish to consider the benefits of transparency as part of this process.

2. Likewise, be knowledgeable about the benefits as well as the drawbacks associated with the widespread growth in the use of social media. Social media can be used by organizations as a powerful tool for communication and employee recruitment. Employee use of social media should by now be accepted as a given, and as the lines between the personal and work lives of employees continue to blur, organizations need to develop appropriate policies on acceptable use and make sure that all staff are aware of and understand those policies.

3. Resolve to make the most of human resources technology and data analytics in the year ahead. For some organizations this may seem somewhat intimidating, but the role that technology and data analysis play in human resources management can no longer be ignored. Find out how these tools can be used to enhance your planning processes and get started.

4. Be ready for the reality of “unretirement” and the resulting generational mix in the workforce. For every employee who retires to enjoy a life filled with golf or gardening, there are others who will want or need to stay employed. Their contributions can be very important, but their needs may have changed and some adaptations may be necessary.

Meanwhile, as some older workers extend their stay, younger generations are coming onboard – on the heels of the millennials (born after 1980), there is a now a new “Generation Z” (born after 1995) waiting in the wings. Having people with varied life experiences and preferences working alongside each other can lead to friction or it can be rewarding. Resolve to make a multi-generational workforce into a plus for your organization.

5. Consider how new trends in office design can make the most of your organization’s workspace. Open plan and cubicle workspaces have been around for quite a while now, but many organizations are moving away from the one-size-fits-all approach and are building flexibility into office design. Flexible workspaces can appeal to employees of different generations and can encourage employees to move around more during the day, which is healthier than sitting in one spot.

6. Resolve to make time and take time for learning and growth. There is never enough time in the day, and there are never enough days in the week, but the investment in skills and knowledge is worth it.

7. Set time aside for future planning. Step back from the issues of the day and look at the big picture – what is happening and what is likely to happen in the future, within your organization, within your industry, and within the field of human resources.

The next twelve months will pass very quickly. Make your list and resolve to revisit it in a year’s time and chart the progress you have made.