HRC – H. Pierson

The dynamics of the modern workforce are evolving at unprecedented speed. Global supply chain disruptions, technological acceleration, shifting workforce expectations, and intensifying competition are redefining how organizations think about talent. In this environment, workforce strategies can no longer be built solely on traditional, permanent employment models. To remain agile, competitive, and future-ready, leaders are increasingly turning to Employee Outsourcing — not as a stopgap solution, but as a strategic enabler of business transformation.

From Transactional to Strategic Workforce Design

Historically, outsourcing was viewed narrowly — a way to reduce payroll costs or fill temporary gaps in staffing. Today, that perception is outdated. In leading organizations, Employee Outsourcing is embedded into long-term talent strategies, serving as an adaptive layer that complements permanent staff and integrates into the organization’s culture and operating model.

This strategic shift is being driven by several macro trends:

Volatility and Uncertainty: Market conditions, regulations, and customer demands can change overnight, requiring rapid workforce recalibration.

Specialization and Scarcity: Emerging technologies such as AI, data analytics, and green energy require niche skills that are costly and time-consuming to build in-house.

Operational Efficiency Pressures: Boards and shareholders are demanding leaner structures and faster returns on investment, pushing organizations to rethink talent deployment.

Hybrid and Distributed Work Models: The geography of talent has expanded, making it feasible — and often preferable — to integrate outsourced professionals seamlessly, regardless of location.

In this landscape, Employee Outsourcing is not simply a staffing mechanism; it is a way to design organizations for resilience, speed, and capability diversification.

The Strategic Benefits of Employee Outsourcing

1. Agility in Workforce Scaling
In industries where project timelines and market conditions fluctuate, outsourcing allows leaders to increase or reduce capacity without the delays and sunk costs associated with traditional recruitment cycles. This agility is particularly valuable in sectors undergoing rapid transformation, such as oil & gas, financial services, and technology.

2. Access to Niche and High-Demand Skills

The half-life of skills is shrinking. By outsourcing, organizations can tap into expertise in emerging areas — from cybersecurity to sustainable engineering — without committing to long-term headcount increases. This enables faster adoption of new capabilities and accelerates time-to-market for strategic initiatives.

3. Cost Optimization Without Capability Loss

Outsourcing transforms fixed HR costs into variable costs, allowing organizations to align workforce spending more closely with revenue cycles. Importantly, when done well, it does not dilute capability — instead, it strengthens operational delivery by matching the right talent to the right role, at the right time.

4. Compliance and Risk Management
Employment law, benefits administration, and tax compliance vary across regions and are subject to constant change. A well-structured outsourcing partnership mitigates these risks by ensuring compliance while freeing internal teams to focus on core business priorities.

5. Accelerated Time-to-Value
Because outsourced professionals are often pre-vetted and role-ready, they contribute from day one, compressing onboarding timelines and accelerating project milestones.

Leadership Considerations in an Outsourced Workforce Model

For Employee Outsourcing to deliver strategic value, leaders must go beyond procurement and focus on integration, alignment, and governance. Key considerations include:

Clarity of Roles and Outcomes: Clearly defined deliverables, performance metrics, and reporting lines are essential to avoid duplication of effort or misaligned priorities.

Communication Protocols: Regular, structured communication ensures outsourced talent is kept in sync with project updates and organizational changes.

Continuous Capability Building: Even outsourced staff benefit from access to targeted learning pathways, ensuring their skills remain relevant and aligned with evolving project needs.

Conclusion

Employee Outsourcing is no longer a peripheral HR service; it is a strategic advantage in the modern talent economy. By leveraging outsourcing not just as a cost-control mechanism but as a deliberate workforce design choice, organizations position themselves to respond faster to change, access scarce capabilities, and unlock new opportunities for growth.

Author

H. Pierson Human Resource Consulting Team

Organizational transformation is no longer a one-off project but a continuous journey. Whether prompted by digital disruption, competitive pressure, or evolving workforce expectations, companies are constantly rethinking how they are structured and how they work. Amid all the talk about operating models, role clarity, and reporting lines, one element remains central: learning.

Learning-centered design is the practice of embedding learning and capability development into the very fabric of organizational structure. At H. Pierson Associates Limited, we believe that organizations thrive not just by rearranging boxes on an org chart, but by enabling the people within those boxes to grow, adapt, and lead.

Why Learning Must Be Embedded in Design Too often, organizations view learning as a follow-up activity — something to roll out after a reorganization. This sequencing leads to lagging adoption, reduced productivity, and talent attrition. When learning is embedded into the design itself, however, employees transition faster, engage more deeply, and contribute more meaningfully.

Consider the example of a company shifting to a customer-centric structure. Without training in customer journey mapping, data analytics, and cross-functional communication, teams will struggle to deliver on the new mandate. Integrating learning solutions into the redesign process ensures capabilities evolve in lockstep with expectations.

Structural Alignment with Learning Culture An effective organizational design supports learning as an ongoing process. This means creating flatter structures that encourage knowledge sharing, allocating time for experimentation, and designing roles that blend execution with exploration.

We work with clients to build systems that support peer learning, mentoring, and continuous improvement. This might include digital learning platforms, microlearning content, or even simple mechanisms like reflective check-ins during team meetings.

Leadership Development as a Design Imperative As structures evolve, so must leadership. Many redesigns push decision-making closer to the front line, which requires leaders to shift from directive to supportive styles. Our leadership development programs equip current and emerging leaders to thrive in these new contexts.

From foundational programs on leading through ambiguity to advanced courses on coaching and strategic foresight, our offerings are tailored to support leaders at every stage of the redesign process.

Supporting Digital and Hybrid Work Environments Modern organizational designs often include distributed teams, hybrid work models, or even fully remote functions. These structures only succeed if employees are equipped with the right digital skills and collaborative mindsets.

Our digital learning tracks include content on virtual collaboration, digital etiquette, cybersecurity awareness, and effective communication across time zones. These interventions ensure that your structure isn’t just theoretically sound but practically executable.

Creating a Learning Ecosystem Learning-centered design is not about one-off courses — it’s about creating an ecosystem where growth is continuous. We help organizations build this ecosystem by aligning systems, culture, and processes to support development.

This could involve integrating learning KPIs into performance management, recognizing informal learning achievements, or creating communities of practice around strategic capabilities.

Sustaining Transformation Through Capability Building Transformation is not complete until behaviors change. By tying learning outcomes to transformation goals, we help organizations monitor and sustain change. Dashboards, pulse checks, and feedback loops are used to track the application of new skills and inform future learning needs.

Conclusion Organizational transformation without a learning foundation is like building on sand. H. Pierson Associates Limited brings a learning-centered approach to every design conversation, ensuring that your people can grow into — and beyond — the structure you envision.

With our Learning Solutions, you’re not just designing the organization for today — you’re preparing it for tomorrow. Let’s build structures that learn, adapt, and lead.

Author

H. Pierson Human Resource Consulting Team

In a business landscape defined by disruption, volatility, and rapid technological change, the need for agility within organizational structures has never been more pressing. Companies are redesigning their operating models, hierarchies, and workflows to respond faster and more intelligently to emerging trends. However, one critical component often overlooked in these transformations is the development of the people who must operate within these newly designed systems.

At H. Pierson Associates Limited, we understand that organizational agility isn’t achieved solely through structural redesign — it’s sustained by a workforce that is well-equipped, forward-thinking, and continuously learning. Learning and development (L&D) is not just a support function in this regard; it is a strategic enabler of organizational agility.

Bridging Structure with Capability Organizational redesign often focuses on aligning structures with strategy, optimizing workflows, and enhancing decision-making processes. Yet, for these structures to function effectively, the people within them must have the capability to understand, adapt, and thrive in their new roles. That’s where targeted learning pathways come into play.

H. Pierson’s Learning Solutions work hand-in-hand with transformation teams to identify capability gaps created by new organizational designs. These gaps often include soft skills like change readiness, leadership, and cross-functional collaboration, as well as technical skills such as data analysis, digital fluency, and agile methodologies.

Customized Learning for Role Readiness When organizational structures shift — whether through decentralization, flattening, or digitization — employees are frequently asked to take on new or expanded roles. Without adequate preparation, this leads to confusion, low morale, and inefficiencies. Through role-specific learning journeys, we ensure employees understand what is expected of them and are equipped with the tools and knowledge to perform.

These learning paths are customized based on the organization’s objectives and the competencies required for each function. For example, managers moving from command-and-control roles to coaching-based leadership structures receive training in performance dialogue, situational leadership, and emotional intelligence.

Upskilling for Collaboration and Innovation Modern organizational design emphasizes agility, which in turn relies on seamless collaboration across functions. However, true collaboration doesn’t happen automatically — it needs to be cultivated. Our learning solutions focus on building critical skills such as systems thinking, team dynamics, and innovation facilitation.

We provide workshops and simulations that replicate real business scenarios, encouraging employees to step outside of silos, co-create solutions, and drive value collectively. By training teams in agile project management and lean principles, we enable faster, smarter decision-making at every level.

Change Management Readiness Resistance to change is one of the biggest obstacles in any transformation effort. It’s human nature to resist unfamiliar systems, roles, or expectations. Our learning programs address this head-on through change management training. Employees are taught to reframe change as an opportunity rather than a threat.

We deliver content that enhances psychological safety, builds resilience, and encourages proactive engagement with new processes. Leaders receive additional training in managing change communication and in sustaining momentum throughout the transformation journey.

Learning as a Strategic Lever Many organizations mistakenly separate their organizational design efforts from their learning strategies. This disconnect often results in beautifully designed structures that fail in execution because the workforce isn’t prepared. H. Pierson bridges this gap by integrating L&D into the design process itself.

Our consultants work closely with strategy and HR teams to ensure that every structural change has a corresponding learning initiative — one that is measurable, scalable, and aligned with business outcomes. We believe that learning is not an event, but a continuous journey that powers the engine of organizational agility.

Case in Point Consider a multinational client of ours that was transitioning from a regional structure to a global product-led model. While the reorganization plan was sound, there was significant apprehension among middle managers about reporting lines and accountability. By deploying a targeted learning program focused on matrix leadership, stakeholder engagement, and virtual collaboration, we helped smooth the transition and accelerate performance within the new structure.

Conclusion In the era of agile business, structural redesign and capability building must go hand in hand. Organizations that invest in learning as a key component of their design journey are better positioned to adapt, innovate, and thrive.

H. Pierson’s Learning Solutions are built to empower employees, strengthen leaders, and unlock the full potential of organizational agility. We don’t just prepare your teams for change — we equip them to drive it.

Author

H. Pierson Human Resource Consulting Team

In today’s fast-paced digital landscape, organizational design plays a crucial role in driving success for tech companies. With the rise of remote work, artificial intelligence, and platform-based economies, traditional organizational models are becoming outdated. To stay competitive, tech companies need to adapt their organizational design to the digital age.

Key Considerations for Organizational Design in Tech Companies

– Embracing AI and Automation: Leverage AI and automation tools to streamline processes, enhance productivity, and drive innovation. This includes using machine learning to analyze communication patterns, identify bottlenecks, and inform restructuring efforts.

– Building a Digital Workspace: Create a seamless and integrated digital workspace that enables employees to access tools and information they need to be productive, regardless of location or device. This includes investing in cloud-based applications, virtual desktop infrastructure (VDI) solutions, collaboration platforms, and mobile device management.

– Fostering a Culture of Innovation and Continuous Learning: Encourage experimentation, creativity, and ongoing learning to stay ahead of the curve. This includes providing training and development opportunities, recognizing and rewarding innovation, and fostering a growth mindset.

– Adopting Agile Methodologies: Implement agile frameworks that enable faster decision-making, adaptability, and responsiveness to changing market conditions.

– Prioritizing Employee Experience and Well-being: Focus on employee-centric design, prioritizing experience, engagement, and well-being. This includes providing flexible work arrangements, promoting work-life balance, and offering wellness programs.

Strategies for Implementing Organizational Design

– Develop a Comprehensive Digital Strategy: Align organizational design with business goals and objectives, leveraging digital technologies to drive growth and innovation.

– Leverage Data-Driven Insights: Use data analytics to inform organizational design decisions, optimize workflows, and forecast future needs.

– Build a Strong Leadership Team: Develop leaders who can drive strategic initiatives, empower teams, and foster a culture of innovation and growth.

– Monitor and Measure Performance: Regularly assess the effectiveness of organizational design and make adjustments as needed to ensure alignment with business objectives.

Trends Shaping Organizational Design in 2025

– AI-Driven Decision-Making: AI is becoming a core component of organizational strategy, driving business growth and innovation.

– Hybrid Work Structures: Combining remote and in-office flexibility to support different work styles and needs.

– Employee-Centric Design: Prioritizing employee experience, engagement, and well-being to drive productivity and job satisfaction.

– Continuous Learning and Development: Fostering a culture of ongoing learning and development to stay adaptable in a rapidly changing business environment.

Author

H. Pierson Human Resource Consulting Team

In today’s fast-paced business environment, organizational design plays a crucial role in driving agility and adaptability. With technological advancements, shifting market trends, and evolving customer needs, companies must be able to respond quickly and effectively to stay competitive. Here’s a comprehensive guide to designing an agile and adaptable organization.

Key Principles of Organizational Agility

– Embracing a Culture of Continuous Learning: Encourage experimentation, learning from failures, and ongoing development to stay ahead of the curve.

– Adopting Agile Methodologies: Utilize frameworks like Scrum, Kanban, or Lean to structure and manage projects, enabling iterative progress and feedback.

– Fostering a Growth Mindset: Promote a culture that views challenges as opportunities for growth and development, helping individuals and teams adapt to changes effectively.

– Decentralizing Decision-Making: Empower teams to make decisions, reducing bureaucracy and increasing responsiveness to changing market conditions.

In today’s fast paced rapidly evolving business landscape, organizational design is a key driver of agility and adaptability. With the pace of technological change, shifting market dynamics, and ever-evolving customer expectations, companies must be prepared to pivot quickly and effectively to remain competitive. This guide explores the core principles for building an agile and adaptable organization.

Core Principles for Organizational Agility

Foster a Culture of Continuous Learning – Create an environment that encourages experimentation, embraces lessons from failures, and invests in ongoing development to maintain a competitive edge.

Leverage Agile Methodologies – Apply frameworks such as Scrum, Kanban, or Lean to structure and manage projects, enabling iterative progress, flexibility, and timely feedback.

Encourage a Growth Mindset – Promote the belief that challenges present opportunities for growth, enabling individuals and teams to adapt and thrive in the face of change.

Decentralize Decision-Making – Empower teams to make informed decisions quickly, minimizing bureaucracy and enhancing responsiveness to market shifts.

Strategies for Enhancing Agility

– Implement Flexible Structures and Processes: Adopt flat hierarchies and flexible processes that allow for rapid decision-making and adaptability.

– Leverage Technology and AI: Utilize AI-driven tools to forecast market trends, adjust pricing and inventory in real-time, and enhance decision-making processes.

– Prioritize Employee Experience and Well-being: Focus on employee-centric design, prioritizing experience, engagement, and well-being to drive productivity and job satisfaction.

– Encourage Cross-Functional Collaboration: Break down silos and promote teamwork between different departments to drive innovation and better outcomes.

Best Practices for Agile Organizational Design

– Define Agility Goals: Establish clear objectives for agility transformation, aligning with overall business strategy.

– Select Agile Frameworks and Tools: Choose appropriate agile methodologies and tools, evaluating frameworks like Scrum, Kanban, or Lean.

– Train and Educate: Equip teams with necessary skills and knowledge, providing training sessions on agile methodologies and certification programs.

– Monitor and Adjust: Continuously assess and improve agile practices, monitoring progress using key performance indicators (KPIs) and adjusting practices based on performance data ¹.

Real-World Examples

– Tesla: Adjusts production plans quarterly, enabling it to adapt quickly to new information and demand fluctuations.

– Amazon: Utilizes AI to adjust pricing and inventory in real-time, demonstrating the power of predictive adaptation.

– Google: Focuses on cross-functional teams and versatile skill sets, promoting agility and adaptability ² ³.

By embracing these principles, strategies, and best practices, organizations can design a structure that drives agility and adaptability, thriving in today’s rapidly changing business environment.

Author

H. Pierson Human Resource Consulting Team

For many years, being a Local Government Chairman meant managing administration — signing approvals, responding to requests, and overseeing routine matters. But times have changed.

With greater autonomy now comes greater responsibility — not just to act, but to deliver. And in this new era, the biggest shift is not in structure. It’s in how leaders lead.

Autonomy doesn’t just transfer control from federal to local levels. It transfers accountability. Citizens now look to you, and not Abuja for results. That spotlight brings a new challenge: are your leadership systems ready?

The Real Shift: From Oversight to Leadership

In councils across Nigeria, Chairmen are learning that authority is no longer enough. Teams are bigger. Budgets are larger. Expectations are rising. Yet many councils still operate with outdated leadership models — where control is centralised, and decision-making slows down when the Chairman is unavailable.

The real challenge now is not only what you decide, but how you lead others to act.

This was the focus of Rwanda’s Imihigo system, where mayors sign annual performance contracts with measurable goals, reviewed publicly. Beyond the contracts, the real breakthrough came when district leaders were trained to set direction, track execution, and hold their own teams accountable. Leadership became a process — not a personality.

Similarly, in the Philippines, the Local Government Academy has been used to develop mayors and municipal leaders through structured coaching, peer learning, and leadership diagnostics. Over time, councils that invested in leadership saw better service delivery and improved citizen engagement.

These cases show that in a decentralised system, it’s not policies alone that drive progress it is leadership capacity.

What Holds Leadership Back in Many Councils

In our work across Nigeria, we’ve seen four challenges that weaken public sector leadership at the local level:

Reactive, Not Intentional Leadership
Many councils respond to issues as they arise but don’t set a clear performance rhythm that drives focus week by week.

Leadership Gaps Below the Chairman
When Heads of Department aren’t equipped to lead independently, all decisions funnel upwards, slowing action and breeding frustration.

Lack of Team Alignment
Councils often operate in silos. Directors pursue different agendas, and performance reviews rarely happen. Without shared goals, delivery is inconsistent.

Weak Accountability Culture
Because feedback and follow-up are informal or absent, underperformance is tolerated and the system slowly accepts delay as normal.

How We Help Build Leadership That Delivers

At H. Pierson, we help Chairmen and their executive teams strengthen leadership from the inside out, using systems, routines, and coaching that embed performance into daily operations.

Here’s how:

Leadership Development & Coaching

We work with Chairmen and top officials to clarify leadership styles, improve decision-making, and develop successors who can lead without waiting for directives.

Culture Transformation

We help councils move from compliance-based environments to performance-driven ones where people take ownership and execution is expected, not requested.

Performance Management Design

We support councils to introduce structured systems: scorecards, check-ins, and measurable reviews. These create follow-through, even when priorities shift.

Leadership Is the Culture You Create

Chairman, the people you lead take cues from how you lead. If meetings lack clarity, they do the same with their teams. If accountability is optional, it becomes the norm. Leadership is not just your personal example — it is the environment you tolerate or change.

The question isn’t whether you’re in charge. It’s whether your team knows how to perform without your daily push.

Final Thought

Autonomy gives you the platform. But leadership gives you the results. And the councils that will stand out in this new era are not the ones with the biggest budgets, they arethe ones with the strongest leadership systems.

Chairman, now is the time to build the kind of leadership that outlasts your tenure and transforms how your council performs.

Let’s build leadership that works not just for now, but for what’s next.

Here are key tips to strengthening organizational culture:

Define and Communicate

1. Establish a clear mission, vision, and values.
2. Communicate culture through storytelling and examples.
3. Ensure leadership embodies and promotes the culture.

Employee Engagement

1. Foster open communication and feedback.
2. Encourage employee participation and involvement.
3. Recognize and reward employees for cultural contributions.

Leadership Accountability

1. Hold leaders accountable for cultural alignment.
2. Provide training on cultural leadership.
3. Lead by example, demonstrating cultural values.

Inclusion and Diversity

1. Foster a culture of inclusivity and respect.
2. Promote diversity, equity, and inclusion initiatives.
3. Celebrate differences and unique perspectives.

Continuous Improvement

1. Regularly assess and evaluate culture.
2. Solicit employee feedback and suggestions.
3. Implement changes and adjustments as needed.

Employee Development

1. Invest in employee growth and development.
2. Provide opportunities for learning and advancement.
3. Support work-life balance and well-being.

Reinforce Cultural Norms

1. Develop rituals and traditions.
2. Celebrate milestones and successes.
3. Embed cultural values in performance management.

Measure and Monitor

1. Track cultural metrics (e.g., engagement, retention).
2. Conduct regular culture surveys.
3. Analyze data to inform cultural decisions.

Embed Culture in Processes

1. Integrate cultural values into hiring processes.
2. Incorporate cultural considerations in decision-making.
3. Align policies and procedures with cultural values.

Leadership Succession Planning

1. Develop future leaders who embody the culture.
2. Ensure leadership transitions maintain cultural continuity.
3. Plan for cultural sustainability.

Additional suggestions:

– Create a culture committee or ambassador program.
– Host cultural events and activities.
– Incorporate cultural values into performance evaluations.
– Develop a comprehensive onboarding process.
– Monitor and address cultural misalignment.

Here are the top five HR trends to expect in 2025:

Unlocking HR Potential with AI: Artificial intelligence will continue to transform the HR landscape, streamlining recruitment and onboarding processes, supporting effective employee management, and enhancing decision making with data driven insights.

People Centered HR Strategy: This approach prioritizes improving the employee experience, encompassing wellbeing, engagement, and satisfaction. It recognizes that happy, engaged employees are more productive and less likely to leave their jobs.

Work Life Balance and the FourDay Work Week: As businesses explore ways to improve worklife balance, the fourday work week is gaining traction. This trend reflects a broader shift towards flexible working arrangements, which can increase productivity and employee satisfaction.

Advanced DE&I and Company Culture Initiatives: Diversity, equity, and inclusion initiatives will become more sophisticated, creating an environment where all employees feel valued and included. This requires ongoing training, clear policies, and a commitment to continuous improvement.

Adapting to a Distributed Workforce: With the rise of remote work, companies must adapt their HR and operational procedures to support and collaborate with a distributed workforce. This includes effective remote working policies, robust communication tools, and strategies for maintaining team cohesion.

These trends highlight the evolving needs and values of employees, and HR professionals must stay informed to attract, manage, and retain talent in the modern workforce.

Achieving culture change in public institutions can be challenging due to their size, hierarchical structures, and the complexity of their missions. However, with a thoughtful approach, it’s possible to shift behaviors, attitudes, and mindsets to create a more adaptive and dynamic organizational culture.

Strong Leadership Commitment

Role Modeling: Leaders must demonstrate the desired cultural values in their daily actions and decision-making. Leadership commitment sets the tone for the entire organization.
Vision and Clarity: Leaders should clearly articulate why culture change is necessary, outlining a compelling vision that aligns with the institution’s mission and public service objectives.

Engage Employees at All Levels

Involve Employees in the Process: For culture change to stick, employees at all levels should feel involved in shaping the new culture. This can be achieved through workshops, focus groups, or participatory planning sessions.
Identify Change Champions: Empower individuals within the organization who naturally embrace the new cultural values to act as ambassadors, influencing others and spreading the desired behaviors.

Alignment of Policies and Incentives

Review Organizational Policies: Ensure that all institutional policies, performance metrics, and incentives are aligned with the desired cultural values. For example, if collaboration is a core value, performance reviews should reward teamwork rather than individual accomplishments.
Redesign Reward Systems: Public institutions should ensure that both formal and informal rewards (e.g., promotions, recognition, development opportunities) are designed to reinforce the desired cultural attributes.

Training and Capacity Building

Skill Development: Provide training that builds the necessary skills to support the culture change, such as leadership development, emotional intelligence, diversity training, and change management skills.
Continuous Learning: Create an environment where learning is encouraged, and employees are given the tools and resources to adapt to new ways of working.

Communication and Transparency

Clear, Consistent Communication: Communicate the vision for culture change consistently and transparently. Use multiple channels to ensure the message reaches all employees.
Two-Way Communication: Encourage feedback and open dialogue. Leaders should listen to employee concerns and ideas, making adjustments where necessary.

Focus on Small Wins and Gradual Progress

Pilot Projects: Start with small, manageable initiatives that can showcase the positive impacts of the cultural shift. Success in these areas builds momentum and demonstrates the feasibility of broader change.
Celebrate Milestones: Recognize and celebrate early successes and improvements to keep morale high and reinforce the message that change is possible.

Sustain the Change with Accountability Mechanisms

Tracking Progress: Establish clear metrics to track culture change efforts. These could include employee engagement surveys, customer satisfaction ratings, or internal collaboration levels.
Continuous Reinforcement: Embed the desired cultural behaviors into everyday processes, from recruitment to daily operations. Leaders should continually reinforce the values through their actions and the decisions they make.

Foster a Culture of Innovation and Adaptability

Encourage Risk-Taking: Shift from a culture of risk aversion (common in public institutions) to one that supports experimentation and innovation. Create safe spaces for trying new approaches without fear of negative repercussions.
Adapt and Evolve: Public institutions should be prepared to adapt the culture change plan based on what works and what doesn’t. Flexibility is essential as culture change is not a one-time event but an ongoing process.

By applying these approaches, public institutions can gradually shift their organizational culture to one that is more innovative, responsive, and aligned with modern governance challenges.

FURTHER ENQUIRIES, CALL: +234 812 902 3329 (Charity) | +234 802 056 5056 (Ayo)

When it comes to attracting and keeping the best people, money matters. You can give employees all the free snacks, happy hours and wellness perks imaginable, but if they feel they’re being unfairly paid? They’re not likely to stick around for long. With the ongoing Great Resignation causing a mass exodus of talent and salary data becoming increasingly accessible, getting remuneration right is more important now than ever. So, in this post, let’s deep dive into how compensation strategies can help you attract and retain your most valuable asset – a top team.

Attracting Top Talent

We can’t undermine the role of compensation strategy in attracting and hiring the best talent. With pay transparency laws cropping up across the globe and the rise in salary-comparison sites like Glassdoor, potential candidates are screening salaries before even clicking on ‘apply’.

In fact, in a recent survey conducted by LinkedIn, 91% of U.S.-based respondents said that they wanted to see salary ranges in job posts. To do this, organizations need to establish a watertight remuneration structure that they’re happy to have out in the open. Carefully assessed pay bands are essential if – or perhaps when – salary ranges become mandatory in your region.

As well as getting people into the interview room, compensation also comes into play to seal the deal on a fantastic candidate. When a candidate is weighing up multiple job offers, compensation packages are going to play a huge role in their decision making process. For some, money is the deciding factor.

And it’s important to remember that compensation is about much more than the figure that appears in an employee’s account each month. Potential applicants are also going to be weighing up bonuses, incentives and other perks that will impact their finances.

Ultimately, attractive, competitive compensation demonstrates that a company recognizes and values the skills, experience, and contributions of its employees. It sends a clear message that the organization is willing to invest in its workforce and reward them for their hard work.

Retaining Your Best People

If you want your organization to thrive, you need to keep hold of your best people. In 2023, retention is more difficult than ever. In fact, three-quarters of nearly 7,000 respondents said they planned to look for a new job over the next 12 months. The primary reason why 67% of these respondents were looking to jump ship? Unsatisfactory pay.

The bottom line is, when employees feel well-compensated, they’re less likely to explore other job opportunities. This means that organizations must make sure they’re regularly benchmarking their own compensation packages against competitors, as well as ensuring that they’re maintaining equity within their own organization.

Talking about what we earn is becoming noticeably less hush hush, whilst platforms like Glassdoor make it easy for employees to see what they could be getting paid elsewhere. Armed with this knowledge, even the most engaged employee will feel disgruntled if they discover that they’re being paid below market value.

Equally, a consistent, equitable salary structure is vital to avoid employees feeling like they’re being shortchanged or undervalued. An objective job evaluation system will ensure fair pay across the board, as well as providing an objective framework that can be openly and easily explained to staff if questions arise.

As organizations know all too well, high turnover is disruptive and eye-wateringly expensive. To thrive long-term, it’s essential to retain the expertise that comes from investing in training and development.

Source: getradar.com

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H. Pierson Human Resource Consulting Team

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H. Pierson Human Resource Consulting Team

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H. Pierson Human Resource Consulting Team

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H. Pierson Human Resource Consulting Team

Author

H. Pierson Human Resource Consulting Team

Here are key tips to strengthening organizational culture:

Define and Communicate

Employee Engagement

Leadership Accountability

Inclusion and Diversity

Continuous Improvement

Employee Development

Reinforce Cultural Norms

Measure and Monitor

Embed Culture in Processes

Leadership Succession Planning

Additional suggestions:

Here are the top five HR trends to expect in 2025:

Strong Leadership Commitment

Engage Employees at All Levels

Alignment of Policies and Incentives

Training and Capacity Building

Communication and Transparency

Focus on Small Wins and Gradual Progress

Sustain the Change with Accountability Mechanisms

Foster a Culture of Innovation and Adaptability

Attracting Top Talent

Retaining Your Best People

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