Since the COVID-19 pandemic, major work trends need to be reset. HR Leaders around the world has had to adjust to a new way of managing talent. Rethinking about work force and employee planning, management, performance and experience strategies is the demand of the hour. There are key Covid-19 impacts on the future of work in the companies. It becomes imperative for HR leaders to evaluate each trend and know how it will impact their organization’s operations and strategic goals.
1. Health Instructions and Policies
Post Covid-19, workplace should include putting some clear guidelines and policies in place for their employees to follow. This will help inform all employees of what is expected of them while at work so that the office can limit the spread of infection. This ensures safety and well being of all the employees.
- Increase in remote working
As organizations shift to more remote work organizations shift to more remote work operations, explore the critical competencies employees will need to collaborate digitally, and be prepared to adjust employee experience strategies. Consider whether and how to shift performance goal-setting and employee evaluations for a remote context.
- Instructional Sanitizing Posters
Printing and putting up hand washing posters of infographics will help to remind people who often they should be washing their hands and how to do it properly. Everyone should wash their hands regularly and thoroughly to ensure they don’t spread or contract the virus through touching surfaces. As everyone is sure to know by now, you must wash your hands for at least 20 seconds with soap and water. This creates a recall value in the minds of employee.
- Expanded HR Policies as social safety net
The pandemic has increased the trend of HR policies playing an expanded role in their employees’ financial , physical and mental well-being. HR Support includes enhanced sick leave, financial assistance, adjusted hours of operation and child care provisions. Some organizations supported the community by, for instance, shifting operations to manufacturing goods or providing services to help combat the pandemic and offering community relief funds and free community services.
- Separation of critical skills and roles
Before COVID-19, critical roles were viewed as roles with critical skills, or the capabilities an organization needed to meet its strategic goals. Now, employers are realizing that there is another category of critical roles — roles that are critical to the success of essential workflows.
- Increase in organization complexity
Companies should focus on expanding their geographic diversification and investment in secondary markets to mitigate and manage risk in times of disruption. This rise in complexity of size and organizational management will create challenges for leaders as operating models evolve.
- Emergence of new top-tier employers
Prior to COVID-19, organizations were already facing increased employee demands for transparency. Employees and prospective candidates will judge organizations by the way in which they treated employees during the pandemic. Balance the decisions made today to resolve immediate concerns during the pandemic with the long-term impact on the employment brand. CEOs and executive leaders should take decisions regarding executive pay cuts and make sure financial impacts are absorbed by executives versus the broader employee base.
- Transition from designing for efficiency to designing for resilience
The intent should be to build a more responsive organization, design roles and structures around outcomes to increase agility and flexibility and formalize how processes can flex. Also, companies should provide employees with varied, adaptive and flexible roles so they acquire cross-functional knowledge and training.
- Increase in organization complexity
Companies should focus on expanding their geographic diversification and investment in secondary markets to mitigate and manage risk in times of disruption. This rise in complexity of size and organizational management will create challenges for leaders as operating models evolve.
Conclusion Office management post-COVID-19 is going to be quite different from what we’re all used to. However, it is important that offices implement these practices to ensure proper functioning of work.