In March 2020, the UK went into full lockdown. It was, as we now know, only the beginning of what has now seen a seismic shift in the way we live and work, and the precarious balance between the two which all at once became even more complex and entwined.
“Using Winningtemp’s real-time engagement platform can dramatically change the wellbeing of workers in adult social care.”
A shift in focus to the health and wellbeing of the individuals caring for the vulnerable is crucial. To care for your people, is to care for clients.
Welcome to the world of freelancers.Fortunately, it hasn't been an over-night transition for many. The phrase 'working from home' has (almost) lost its stigma as companies worldwide have been gradually shifting to remote working for years now. And, for most of them, it has been working remarkably well. Naturally, it has taken them quite some time to set and perfect the work culture, but overall, studies show that 83% of employees enjoy the opportunity of working from home!That being said, the situation is quite different for those who were forced to think on their feet while switching to remote to ensure business continuity. It dealt a heavy blow to their > People are talking about how this is going to be the fourth industrial revolution with different technologies changing fundamentally how we work. Jennifer Christie, the Head of People at Twitter.
Winningtemp’s Head of People and Culture, Cecilia Holmblad started her journey with Winningtemp last winter, and it has been a wild ride ever since. The company's primary focus is growth, which implies that both recruitment and the development of digital pre- and onboarding programs were high on the agenda. But in order to succeed in retaining talented employees, she must also work parallelly on building up an exceptional company culture.It all started with the new brand identity and positioning. When the management team got together to decide the purpose, the vision, and the values, it gave Cecilia more elbow room to work on the company culture that reflects those values. Thus, began the journey towards forging a value-driven organisation. > We are passionate about creating successful workplaces, and we know that one of the most important building blocks to success is to build a strong culture.
The age of digital disruption ushers in a radical shift in the way organisations perceive HR, hierarchy, and talent management. The early adopters of the lean methodology are replacing the traditional, one-dimensional, and sluggish processes with an agile framework that focuses solely on increasing efficiency and enabling continuous improvement.The agile doctrine was initially designed to remove the bottlenecks and improve collaboration between the software development teams. Since then, it has been adopted by progressive organisations to reinvent how HR should function to attract, retain, and develop their skilled employees. With these people-centric organisations kicking their competitors to the curb, it’s becoming increasingly critical for others to pick up the pace and exhibit agile HR in practice. > In a 2017 Deloitte survey, Agile HR implies more co-creation, greater flexibility, constantly evolving solutions, and better adaptability between processes, employees, and projects to allocate finite resources responsibly.
Areas such as marketing, sales and finance have fundamentally changed in conjunction with digitalisation. Now is the time for HR to step in as a key player in the digitisation of operations, while at the same time exploiting digital opportunities. An HR study conducted by the University of Gothenburg identified digitisation as an upcoming HR challenge. WHAT IS DIGITAL HR? Digital HR is about using digital techniques and working methods to make HR more efficient. The digital approach creates data-driven evidence that demonstrates how HR's work creates business benefits.But what does digitalising areas related to HR mean in concrete terms? In this blog post, we provide suggestions for five digital HR transformation opportunities.
Winningtemp's customer success manager Matilda Andersson was one of the first hires of Winningtemp. She sees a significant difference in how HR works now compared to when she started her journey at Winningtemp just over two years ago."Even the most conservative industries are starting to leverage the opportunities of digitisation to become more agile in HR," says Matilda Andersson at Winningtemp. EMPLOYEE WELL-BEING IS AS IMPORTANT AS BUSINESS REVENUE When Matilda started working at Winningtemp, she had no idea what lay in front of her. She felt the energy and drive of the founders Pierre and Mathias, and their enthusiasm rubbed off! She understood that there was a certain amount of risk in joining a startup that's still in its early stages, but she was captivated by the founders' grand plans and wanted to become a part of them."I haven't regretted the decision for a second, and it turned out that I could trust my gut feelings," says Matilda.Matilda's duties as the customer success manager include helping customers gain the highest possible value from Winningtemp.“I provide customers with initial support by planning the onboarding of Winningtemp together with them,” she says. “Next, I guide them through a process for finding an appropriate approach for implementing Winningtemp in their organisations. When the customer has found the right approach, and it has become natural for them to talk about well-being as revenue figures, that's when I'm satisfied. "Matilda notices a huge contrast in how HR works now compared to two years ago. When she started at Winningtemp, HR departments wanted to implement Agile HR. Still, many organisations were not yet prepared when it came to working with digital employee surveys in real-time."Many organisations were not mature enough, but there were early adopters in HR who jumped on board and saw the benefits of working agilely and digitally," she says. "Today, the situation is quite different, and even the most conservative industries are starting to open their eyes to leveraging opportunities of digitalisation in becoming more agile when it comes to HR. ”
