Kate Shead | Executive | Humans Resources | Telviva | mail me |
Three months into 2025, most new year “trends” articles have run their course. It is helpful to know what is coming. Businesses also need to understand where they must evolve to stay relevant. However, one constant remains clear in all this.
Communication continues to evolve at an unprecedented pace. This pace places pressure on businesses to deliver the customer experience consumers now demand. Therefore, the communications industry must innovate continuously. It needs to provide tools and services that businesses demand today. Importantly, people remain front and centre of this innovation.
To keep pace with rapid industry change, career development must become a priority. That development needs a culture of growth, continuous learning and skill-building.
Unlocking the human-centric leadership potential
Strong, human-centric leadership is key to thriving organisations. Leaders set the tone across the entire organisation. They play a crucial role in recognising and nurturing each individual’s potential. People are not machines. Therefore, no one-size-fits-all leadership approach can work. Some employees may not see their potential initially. Others may already be ready to step up.
Effective leaders must identify and unlock this potential in both groups. They must adapt their approach to each person’s unique needs. One effective approach is promoting “personal best” performance. This encourages team members to strive for their own best outcomes.
Rather than compete for top spot, employees focus on growth. This approach fosters self-worth and persistence. It also ensures outcomes remain aligned to personal values. Leaders then support individuals in setting personal improvement challenges. This strategy works especially well for those lacking confidence. It also supports those who fear failure or setbacks.
Human-centric leadership strikes the right balance
There is a need to balance business needs with employee needs. Hiring focuses on finding the right skills and culture fit.
Onboarding prioritises reaching job efficacy quickly and efficiently. Once these basics are in place, priorities should shift. Attention must return to supporting employees’ personal growth. Striking the right balance is critical. It helps businesses meet strategic goals while supporting employee development.
It is crucial to recognise employee contributions. Recognition should go beyond annual awards and formal reviews. Daily acknowledgment helps build confidence and mutual accountability. It also strengthens a culture of collaboration across the organisation.
Innovating learning and development
Traditional skills development still has its place today. However, the pace of change demands more agile learning methods.
Preferred learning styles now require flexibility and speed. We have adopted learnerships and internships as a key strategy. This helps build grassroots skills in both the organisation and the broader IT sector.
Since 2018, we have run over 60 such programmes. The company enjoys a graduation rate above 90%. Of those graduates, 70% find employment. Among them, 60% remain employed with us.
Short, self-paced, on-demand learning also supports these initiatives. This method effectively builds product and skills training where the company needs it most. For leaders, seeing people rise above where they started can be incredibly fulfilling.
In conclusion
New employees might not know their full potential when joining. First, the organisation must create a supportive environment.
A supportive environment should meet basic needs like job security and belonging. Then, the motivating and challenging can begin. Through this process, employees discover their potential. They begin doing their best work consistently. This results in a motivated, creative individual and team. Ultimately, this is where a true competitive advantage lies. It lies in a team performing at its very best.
