Sourcing employable talent is presenting to be an even greater challenge, but should it be?
One of the biggest realisations in the new world of remote work is that technology has proven that employees are not merely doing their jobs remotely — they’re doing them effectively.
According to the Harvard Business Review, technology firm Humanyze mined anonymous company emails, chats, and calendar data, and what they found is telling: the amount of time that employees spend working has increased by an average of 10-20% since remote working policies were mandated.
Several leading global companies, such as Twitter, Upwork, Facebook, Coinbase, and Square have given their employees the option to permanently work remotely. Some of these organisations are calling this remodelled way of working a “working from anywhere” policy, where employees can determine where they work, even if they never step foot in the office again.
A blend of organisational quick-thinking, employee resilience and technological capabilities have made this possible — things that were evidently innate, but never truly realised until necessity forced them into action.
Technology has unbound talent from a physical location, which has forever been a blocker for talented, employable individuals who possess the core soft and technical skills organisations are seeking today. Historically, the ask for found talent based in another location is to relocate — this is now a non-issue.
If the best talent on the market presents itself, and they have access to a reliable internet connection, there’s no reason they can’t be hired. The only thing getting in the way of hiring the right talent — wherever it is located — is traditional thinking and stagnant org design.