The Lunchtime series podcast

Creativity and Innovation in the Workplace

Kevin Britz, Founder and Co-Host of The Lunchtime Series Podcast, Internationally Accredited Enneagram Coach and Change Management Specialist in People & Culture, Training and Leadership, interviews Brand and Marketing Executive at Omni, Cassandra Julius off the back of her recent Open-Source Training session on Creativity and Innovation in the Workplace.

Watch this 30min on-demand recording to hear some practical tips from Cassandra for young leaders in the world today and walk away with key nuggets of wisdom to implement back into your organisation/team.

Join us for upcoming sessions based on topics related to the critical and essential skills required for Workforce 2030. Once a month these complimentary, virtual sessions offer our community an open platform to dialogue, engage and explore key topics that most organisations and especially leaders are grappling with.

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Do you like workplace learning?

​Contributor: Greg Beyer
Researcher at Omni Academy for Education, Training and Development

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Training programmes to up-skill and re-skill your workforce

1. Take stock and recognise existing skills
   
2. Understand the skills demand
   
3. Adopt the right mix of financing instruments
   
4. Build and sustain motivation for adult learning
   
5. Create shorter modules that foster continued learning
   
6. Determine the role of different stakeholders
   
7. Recognise and promote on-the-job training opportunities, maximizing informal learning
   
8. Reach those that need it most
   
9. Customise learning for adults
   
10. Harness the power and scalability of blended and online learning

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What skills may a business need to manage Gen Alpha? 

Born into the world of artificial intelligence, augmented reality, machine learning and big data; Gen Alpha’s will be the most technically advanced, highly educated and some of the wealthiest individuals to ever exist. In joining the workforce, they will be disruptive and could even be coined “earth-shattering”.

Is your business prepared?  Does your business have the skills needed to manage Gen Alpha?

Here are some tips to help evaluate your potential readiness:

• Technology
  We are not talking phones, tablets and fancy computers – these will be expected as standard. They will expect businesses to change their systems to be quick and efficient.
  
• Systems and applications
  They will not want to operate antiquated systems. They will expect software that operates and
  runs reports simultaneously.  In the Gen Alpha world, mundane tasks will be completed by AI and Machine Learning.
  
  
• Personal assistants
  They will all want one – they have had one all their lives in the form of Siri or Alexa.  Business will need to fully integrate AI and apps into the work environment making it easier and more convenient.
  
• Changing job roles
  With a workforce so technologically advanced, more emphasis will need to be placed on cyber-based technology to streamline business models. 
  
• Working hours
  Gen Alpha will continue the trend of wanting flexibility. This will mean the freedom to work anywhere and anytime, be it 2am in the morning, from home, at the nearby coffee shop or hot seating at the office.
  
• Embrace change
  Gen Alpha is used to rapidly changing technology and will become bored and frustrated quickly if organisations take too long to change.  They are used to operating in a fast-paced world. 
  

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How should Managers gear for the new generation? 

Whether this multi-generational workplace functions in an atmosphere of happiness and productivity or is stressful and challenging, is very dependent on the culture created by management.

Consider how we relate to employees of different ages that think and operate so differently? How do we motivate someone older or younger than ourselves? And how do we encourage employees of different generations to share their knowledge and ideas?

As leaders it is our responsibility to be aware of the ‘generational tension’ – defined as a lack of respect for someone who is of a different generation from you – among colleagues. We need to help employees recognise that they each have a unique set of skills, different knowledge and experience to share.

Here are some tips for managing generational tension:

• Don’t dwell on differences – recognise them | celebrate them | get to know each person individually
  
• Build collaborative relationships – encourage debate | listen to input and advice | understand each one’s perspective
  
• Study your employees – understand the demographics of your team and what each one needs for job satisfaction
  
• Create opportunities for cross generational reciprocal mentoring – mixed aged teams help colleagues to learn from each other; establish a culture of coaching
  
• Consider life paths – think of yourself as an anthropologist; consider where employees are in their lives and what their needs are. 
  

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How do we benefit from On-Demand learning? 

We cannot prepare for a future of the unknown.  We can, however, prepare our people with the necessary skills to deal with the "unknown".  Through On-Demand Learning this becomes both possible and more viable.

Development and growth are expected as part of the contract between employee and company.  Investing in the success of your company means investing in your people.

Here are the top 8 benefits that individuals and your organisation will get out of On-Demand learning:

1. 24/7/365 – Self-paced content available immediately
   
   
2. Expert partners – Ongoing access to subject matter experts
   
   
3. Easily updateable – Ensures the currency and accuracy of the content
   
   
4. Global collaboration – Training is not geographically limited
   
   
5. Flexible – Meets the demands of busy schedules
   
   
6. Quick and efficient - Bit learning allows you to focus on the topics you need
   
   
7. Scalable – Allows for large numbers in short periods of time
   
   
8. Saves costs – Eliminates the time and costs attributed to classroom training
   

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Preparing for evolving job functions in the Fourth Industrial Revolution

Here are a few of the ways that structured job functions will change in the future and how we can prepare for it:

• The ‘gig’ economy
  Positions in business will become fluid with organograms being overlooked in favour of project-based teams.  This is especially appealing for the Generation Z who want greater exposure and diversity in their daily operations.  Determine how the organisation can best work with contractors and freelancers as part of this new ‘gig’ economy.  
  
  
• Decentralised workforces
  Thanks to mobile technology and readily available access to the internet, anybody can now work anywhere.  Consider the need and relevance of the formal office structure and the options of flexible workplaces and working hours.
  
  
• Motivation to work
  People will need more than a monthly paycheck as motivation to work.  The future workforce wants to know that they are part of a bigger mission and purpose that they believe in. Ensure that there are relevant reward and incentive initiatives.
  
  
• Life-Long learning
  Not only will the future workforce want to continue to grow and learn throughout their career, the rapid evolution in industry will require them to continuously be upskilled to adapt to change. Having talent development strategies that focus on the skills required of the 4th Industrial Revolution will be critical.
  

Even though we can’t predict all the changes of the future, we can agree that there are decisions we can make to prepare for it.  Employers will need to think differently about who they recruit and their potential to adapt to the changes of the future organisation.

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Creating retail experiences that keep customers coming back

Customer retention refers to a business’s ability to attract and retain customers.  In retail, customer retention helps us to understand how positive the customer experience was in relation to meeting a customers’ expectations.  Loyal customers turn into brand advocates, with word-of-mouth being the most influential factor in a purchase decision.

The level of disruption in the retail industry has never been greater. Customers have so much influence on what others will buy or use which makes customer retention and loyalty more important than ever.

Here are some tips for creating customer retail experiences that keep customers coming back:

1. Automate for ease; but never forget or underestimate the power of the human engagement.
   
   
2. Creativity – continuously wow customers with something new and exciting.
   
   
3. Create a community – engage | connect | share ideas.
   
   
4. Product building – customers love to personalise their purchases.
   
   
5. Bundle products and services – offer a related product / service that adds additional value to your customer.
   
   
6. Create social media opportunities – customers love sharing their experiences.
   
   
7. Retail-tainment – how can you integrate customer entertainment into retail experiences.
   
   
8. Customer Loyalty Programmes – we all love getting a little something back.
   

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Recommendations to prepare staff to deal with the transformed customer

​Knowing that your employees play a critical role in delivering your CX strategies is one thing. Knowing how to prepare and equip them to shift to a customer-centric approach that meets the demands of a transformed customer is something else.

​Based on a number of thought-leaders in the field of CX, here are ​eight combined tips we can recommend to manage and engage with the transformed customer:

1. ​​Create a CX vision aligned to the organisations values and brand promise
   ​
2. Establish a service orientated company culture
   ​
3. Treat employees well – they in turn will treat clients well
   ​
4. Make the right hires - not all of us our customer centric naturally
   ​
5. Ensure that training is implemented to support and develop the required skills and attitudes
   ​
6. Use technology to optimise operations
   ​
7. Place high value on customer feedback
   ​
8. Encourage employees to take ownership 
   

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​​​Want to make Coaches and Mentors’ part of your talent pipeline?

1. ​Contract: How directive does the organisation want to be over the individual’s development?
   
   
2. ​Context: What is the business objective of the development plan?
   
   
3. ​Culture: Does the organisational culture support coaching and mentoring? Do you have Executive buy-in and support?
   
   
4. Circumstance: What is the budget allocated for the development programme?  Will it be in-sourced or outsourced?
   
   
5. Content: What type of content will be discussed within the coaching and mentoring relationship? Identifying these parameters upfront will ensure that the most appropriate coaching and mentoring plans are put in place.
   

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