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7 min read • Jan 13, 2022
Disruptive changes that
the world has been facing for the last 2 years have shaken organizations on
many levels. And while many have only temporarily reconsidered how to adapt to the
new situation, the times have shown that some of the instant solutions that
companies have resorted to in crises are here to stay. Whether we like it or
not, some HR practices will be changed in the long run and you should be
It‘s time to rethink
the existing models and find the best way to meet the challenges that HR is facing
as an important strategic department within an organization. Let’s take a look
at the top 5 trends human resources leaders should pay attention to in 2022:
As time marches on, it
is clear that the pandemic has created a lasting impact on the way companies
across industries define flexibility. It once meant being able to choose where
to work, but new circumstances have encouraged employees to think about more
flexible work options and to choose what works best for them. And while
employees can think about when, where and how to work, companies had no choice
but to accept the shift. However, employers still need to figure out how
flexible they should be and where to draw the line in the sand.
survey results demonstrated that today’s workforce values and prioritizes
the use of flexible work options. According to their survey
on workplace flexibility, 94 percent of respondents say that they would
benefit from work flexibility, with the top benefits being improved mental
health (43%) and better work-life balance (38%). Nearly 30% said that the
potential consequences related to their professional growth and lack of trust
from leadership would prevent them choosing the flexible options.
While some leaders are
sceptical and concentred about how productive their employees will be if they
(literally) don‘t have their eyes on them, the truth is that more time spent at
the office doesn‘t necessarily mean better results. The Deloitte survey shows
that 29% of respondents said that remote work and flexible working hours would
increase their overall productivity or efficiency. Moreover, 33% said that it
would increase their job satisfaction and morale.
departments have a large amount of information and if it is collected and
processed adequately, they can be a powerful tool in achieving goals and
improving the work of the organization. The recent KPMG
Future of HR 2020 shows that 56% of HR organizations identify enhancing
analytics capabilities as among the top three reasons for investment in HR
technology. The same report notes that 45% of HR organizations are investing in
On the other hand, Heuvel
and Bondarouk believe that data analysis in HR is just at the beginning of
the road. Their findings suggest that, by 2025, HR analytics will have become
an established discipline with a proven impact on business outcomes and a
strong influence on operational and strategic decision-making. Time will tell
whether the report’s forecasts will be realized; meanwhile, it is certainly
difficult to ignore the potential benefits that a data analysis offers.
Companies that have already implemented workforce analytics to some extent have
realized that data with HR strategy and goals brings unquestionable potential
to company growth; it can help HR teams in finding and onboarding talent,
evaluating performance, reskilling employees and reducing costs.
Instead of relying
solely on past practices or gut feelings, be prepared to deep-dive into
valuable data insight and make better decisions.
Some things that
employees would have considered important in the prepandemic era could sound
irrelevant now. Figuratively speaking, we can all agree that the classic
benefit ‚an unlimited amount of coffee‘ now sounds pretty outdated and not so
beneficial – unless the coffee is delivered to your home address as part of a
wellbeing package. Now, employees place a higher value on benefits that address
the challenges the pandemic put the spotlight on, especially those centred
around care, flexibility and mental health.
The recent Care report
on the future of benefits shows that 89% of human resource leaders and
decision-makers say that as a result of the pandemic, they are deprioritizing
at least one type of benefit. Most frequently, these are paid vacation days,
commuter benefits, tuition reimbursement or on-site meals. On the other hand,
98% of respondents plan to newly offer or expand at least one benefit and
invest more heavily in the benefits that their employees truly want and
consider most essential.
The report results
suggest that the new prioritization of benefits requires companies to
demonstrate a comprehensive understanding of their employees, not just as
workers, but as human beings striking a balance between private and
professional life, while juggling different kinds of tasks and priorities.
increased investments to improve employee experience, but only some (fully) succeed
in meeting employee expectations. According to the Gartner
Survey, only 13% of employees are fully satisfied with their experience and
46% are not finding their expectations met. The pandemic crisis further
challenged leaders to build an employee experience roadmap that would respond
to the different needs of the (mostly) remote workforce.
According to McKinsey‘s
research, organizational responses during the pandemic crisis are having a
tangible impact on employees. 78% of employees indicate that their organization
has responded to the crisis appropriately, 80% indicate that the leadership has
acted proactively to protect their health and safety and 77% indicate that they
have the necessary information to plan and adjust. Compared with those respondents
who are dissatisfied with their organizations’ responses, those who say their
organizations have responded well are four times more likely to be engaged.
Employees have been
facing various challenges and needs, so instead of creating a unified approach
to employee experience at a unique workplace/office, leaders must bear in mind
that their employees are now actually working in a diverse range of workplaces
and strive to support individual needs.
Adapt or die never
sounded less shabby! The rapid abandonment of old and proven patterns led to a completely new way of working, new roles in the
organization, and new activities. These changes are not just about remote work,
they are about introducing new technologies and emerging need to reskill and
upskill the workforce with the help of innovative
tools so that they will be able to respond to the business challenges
dictated by the post-pandemic era.
circumstances, the way of work has been remapped and leaders will have to come
up with new workforce strategies in order to ensure business growth. A
2021 McKinsey Global Survey on reskilling suggests that the need to address
skill gaps is more urgent than ever. More precisely, 58% of respondents say
that closing workforce skill gaps has become a higher priority since the
pandemic began. Research identifies 5 key steps that an organization can take
to overcome the gaps: hiring, contracting, redeploying, releasing and building
skills within the current workforce. The survey results show that most
respondents (69%) chose to close skill gaps over other actions – to increase
their effort in skill-building compared to before the pandemic.
upskilling the workforce involves tailoring a talent strategy to support
employee development and giving them the right tools, support and education
programs to close learning gaps and overcome new patterns of work. And last but
not least, making sure that employees recognize and embrace these changes as an
opportunity for professional growth, instead of feeling threatened by the new
way of work.
To find out more information, download the full report The
Top Emerging Trends that will Shape the Future of HR.
Read the comprehensive report on game-changing human resources trends for 2022 and build a future-proof HR strategy.
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