Future of Work Changers Post –Covid 19

 

As the pandemic resets major work Changers, HR leaders need to rethink workforce and employee planning, management, performance and experience strategies.

New HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption.

The imperative for those leaders now is to evaluate the impact each HR trend will have on their organization’s operations and strategic goals identify which require immediate action and assess to what degree these HR trends change pre-COVID-19 strategic goals and plans.

As a result of 32% of organizations are replacing full-time employees with contingent workers as a cost-saving measure.

Of the nine HR trends, some represent an acceleration of existing shifts; others are new impacts not previously discussed. And in some cases, COVID-19 has forced the pendulum of a long-observed pattern to one extreme. 

1: Increase in remote working

A recent Gartner poll found that at least part of the time after COVID-19, 48 % of workers are likely to operate remotely versus 30 % before the pandemic. When companies transition to more remote work activities, workers will need to collaborate remotely and be prepared to change employee engagement strategies to explore essential competencies.

2: Expanded data collection

Analysis by Gartner reveals that 16% of employers use software more often to track their workers by strategies such as virtual clocking in and out, tracking the use of work machines, and monitoring emails or internal communications/chat for employees. While some organizations control efficiency, others document employee engagement and well-being to better understand the experience of workers.

Even before the pandemic, non-traditional employee tracking techniques were increasingly used by companies, but modern monitoring of remote employees and the collection of employee health and safety data would intensify this HR trend. Be sure to follow best practices to ensure that employee knowledge and analytics are used responsibly.

3: Contingent worker expansion

Organizations were increasingly utilizing non-traditional employee tracking methods even before the pandemic, but modern monitoring of remote employees and the collection of employee health and safety data would intensify the HR trend. To ensure responsible use of employee data and analytics, make sure to adopt best practices.

"Our research finds that 32 % of organizations are replacing full-time employees with contingent workers as a cost-saving measure," says Kropp. While gig employees give employers more flexibility in workforce management, HR leaders may need to assess how these employees are implementing performance management programs and decide whether they will be eligible for the same benefits as their full-time colleagues.

4: Expanded employer role as social safety net

The pandemic has increased the pattern of employers playing an expanded role in the economical, physical and mental well-being of their workers. Help includes increased sick leave, financial aid, modified working hours and plans for child care.

Also, the ongoing economic downturn has stretched the boundaries of how companies view the experience of workers. For companies and staff alike, personal considerations rather than external factors take priority over what matters. Employing such initiatives can be a successful way of encouraging physical wellbeing and enhancing workers' mental well-being.

5: Separation of critical skills and roles

Critical positions were seen as roles with critical skills before COVID-19, or the capabilities a company needed to achieve its strategic goals. Employers now recognize that there is another group of essential positions, roles that are critical to the achievement of important workflows.

 6: (De-) Humanization of employees

Although some organizations have acknowledged the humanitarian tragedy of the pandemic and prioritized the well-being of employees as individuals over employees as employees, others have forced employees to work with little assistance in conditions of high risk, treating them first and secondly as employees.

7: Emergence of new top-tier employers

Organizations were also facing heightened employee requests for accountability prior to COVID-19. Workers and future applicants would judge companies on how employees were handled during the pandemic. Balance the decisions taken today to address immediate issues with the long-term effect on the job brand during the pandemic.

8: Transition from designing for efficiency to designing for resilience

Design roles and systems around results to develop a more flexible organization, to improve agility and versatility and formalize how processes can flex. They often provide diverse, adaptive and flexible positions for workers to gain cross-functional expertise and training.

              

9: Increase in organization complexity

In order to mitigate and manage risk in times of disruption, businesses can concentrate on expanding their regional diversification and investment in secondary markets. As operating models change, this increase in complexity of size and organizational management will generate challenges for leaders.

 

References

Baker, M. (2020). 9 Future of Work Trends Post-COVID-19. [online] www.gartner.com. Available at: https://www.gartner.com/smarterwithgartner/9-future-of-work-trends-post-covid-19/. [Access on 20th January 2021]

www2.deloitte.com. (n.d.). The future of work after COVID-19 | Deloitte Insights. [online] Available at: https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/covid-19-and-the-future-of-work.html. [Access on 20th January 2021]

Comments

  1. Anushka Jayasekara27 January 2021 at 21:36

    While the pandemic may represent a tipping point for the digital transformation of the workplace, it has also revealed deep fault lines. It is those in the upper income brackets who are the most likely to choose to work remotely, whereas those in the lowest have no choice; they will have to commute and are more likely to be time-poor as a result. Looking to the future, as digital and online work becomes the new normal, the demand for skilled workers is likely to rise along with their wages. The contributions of care-workers and other workers (e.g. teachers and staff in grocery stores) will be more highly valued than before.

    ReplyDelete
  2. Janaka Ishara28 January 2021 at 23:20

    In this situation, I suggest that hr mangers try new studies.

    ReplyDelete
  3. Roshan Wijendra29 January 2021 at 21:33

    Ensuring business continuity is one of the highest priorities for every company, and in these days, many may be forced to cut costs. If they do so, however, they should not lose sight of the long- term implications of the crisis. Once the situation has been stabilized, companies must rethink their digitization strategy and put measures in place that establish sustainability for the future challenges to come.

    ReplyDelete
  4. Ganga Pathiraja30 January 2021 at 17:15

    As mentioned in the article, while some organizations prioritize their humanitarian tragedy, the most, but some organizations prioritize their revenues as the foremost factor even under such situations than considering the well-being of their employees. They are the leaders who move far beyond the humanity.

    ReplyDelete

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