Organizations will need to alter their HR activities in the future to support a multigenerational workforce.
Hybrid workplaces will help organizations adapt to emerging realities and given the uncertainties of the world today the importance of the hybrid model and the agility that it offers will continue to dominate the workplace. Many themes will emerge as a result of the changes that the pandemic compelled us to make and every organization will learn to adapt itself and strike a new balance with the new normal.
Adaptation to hybrid work culture: The Future of Work
With the potential impact of the newly discovered Covid-19 variant Omicron being unknown, it is essential for companies to chalk out their hybrid work plans to minimize disruption to operations. However, this cannot be a “one-size-fits-all” approach as the opportunity to implement hybrid work will be dependent on the nature of work being carried out and could range from “completely possible” to “completely impossible”. Within each organization, one must evaluate the possibility and quickly migrate to such an arrangement wherever possible. Hybrid spaces must be built to be adaptable and flexible and optimize space use over time. At the height of the pandemic in 2020, 69% of large companies expected an overall decrease in the amount of office space they would be using, according to research by KPMG. Many employees prefer hybrid employment because it provides them with the flexibility they desire.
Putting Employee Wellness at the Top of the List for a More Engaged Workforce
Mental health and resilience will no longer be trendy buzzwords. Anxiety and concern will be real in people’s minds and could impact productivity at enterprises. Companies will be required to invest in improving employee wellness and ensuring that they remain resilient and confident in the face of new challenges and opportunities in 2022. HR professionals need to serve as a vital link between employees and managers, assisting managers in properly managing employees who are having challenges both at home and at work. Mental health in the workplace is a complex topic that touches on many facets of good HR management and spans all stages of the employee life cycle.
People Analytics
Over the last 20 months, HR technology has advanced at a fast pace, driven by a growing desire for organizations to make it easier for their people to work and stay connected even in a remote world while maintaining business continuity. People analytics is one of the most important HR tech trends for the future, and it is here to stay. People Analytics’ ability to inform managerial decisions is credited with its appeal. It has previously assisted businesses in identifying and replicating high-performing individuals and teams and now is ready to assist businesses in recognising societal challenges that exist in the current atmosphere, such as the need for stronger policies relating to employee’s mental and emotional welfare, gender pay equity, diversity, and in making decisions that fulfil these demands.
Understanding and Developing Organizational Culture
The definition of organizational culture must be motivating, and its articulations, both spoken and unspoken, should be a source of pride and commitment. Organizational culture can’t afford ambiguity, therefore it needs leaders’ reminders and iterations. It necessitates affirmation rituals and practices, and above all, it must be assimilated and imbibed by every member of the team, beginning from day one. It is also crucial to remember that culture encompasses more than just a set of norms, expectations, and shared objectives; it also defines a working community. HR must now take the lead in determining the best practice areas to influence the desired culture. Once the change has been identified, HR must ensure that the value proposition (what’s in it for the organization and the people) is apparent and align all HR processes to support and sustain it.
Diversity and Inclusion
It is critical to instil a sense of belonging in the workplace to keep motivation high. Diversity and inclusion are important, but they entail more than just formulating policies and programs. Organizations will need to alter their HR activities in the future to support a multigenerational workforce. HR directors will play a critical role in creating an atmosphere that values employees of all generations. As a result, they must guarantee that their DE&I projects address actual and relevant issues.
Skilling in the Age of Change
2022 will necessitate two significant changes in corporate organizations: reskilling and upskilling. Organizations now have the access to learning at a faster, more efficient, and cost-effective rate than ever before. During the pandemic, organizations’ Learning & Development functions were crucial in ensuring company continuity, and their efforts are more likely to increase in the near future. Successful businesses will invest in upskilling and reskilling their workforce, as well as more strategically managing both long-term career development and the day-to-day work experience, all while ensuring that they are aligned with corporate objectives.
The Final Word- Keeping Employee Experience at the Core of Practices
Finding the right balance of three factors – culture, environment, and technology – is the key to creating a memorable employee experience. HRs will need to streamline their procedures and assure the complete well-being of their staff and create an optimal employee experience to ensure sustainable workplaces of the future. Finally, today’s HR leaders must also strike a balance between HR strategy and compliance. Firms can make better-informed decisions that minimize risk and keep compliance as an attainable goal by implementing an overarching strategy that spells out your company’s goals and objectives – and relates it to compliance planning.
[author title=”R Nanda, Chief of Human Resources and CSR, Tata Chemicals Limited” image=”http://”]R Nanda has been associated with the Tata Group since 2006 when he joined to head the Human Resources function at Tata Communications Ltd. In May 2012, he moved to Tata Chemicals and is a member of the Executive Committee, overseeing the global functions of Human Resources & Administration, Corporate Communications, Business Ethics and Corporate Social Responsibility. He has nearly 37 years of rich experience across varied sectors like manufacturing, trading, retail, consumer durables, FMCG, telecom and services across several companies in India and overseas. [/author]
