As the pandemic resets major work trends, HR leaders need to rethink workforce and employee planning, management, performance, and experience strategies.
Nine HR trends emerge as the lasting result of workforce and workplace changes resulting from coronavirus pandemic disruption, according to a Gartner survey of 800-plus HR leaders. Best MBA college in Bangalore
32% of organizations are replacing full-time employees with contingent workers as a cost-saving measure”
"It’s critical for business leaders to understand that large-scale shifts are changing how people work and how business gets done,” says Brian Kropp, Distinguished Vice President, Gartner. "Leaders who respond effectively to these HR trends can ensure their organizations stand out from competitors.”
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.
No. 1: Increase in remote working - A recent Gartner poll showed that 48% of employees will likely work remotely at least part of the time after COVID-19 versus 30% before the pandemic. As 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. Best B-school in Bangalore
No. 2: Expanded data collection- Gartner's analysis shows that 16% of employers are using technologies more frequently to monitor their employees through methods such as virtual clocking in and out, tracking work computer usage, and monitoring employee emails or internal communications/chat. While some companies track productivity, others monitor employee engagement and well-being to better understand employee experience.
No. 3: Contingent worker expansion- The economic uncertainty of the pandemic has caused many workers to lose their jobs and exposed others for the first time to nonstandard work models. Many organizations responded to the pandemic's economic impact by reducing their contractor budgets, but there has since been a shift.
Gartner's analysis shows that organizations will continue to expand their use of contingent workers to maintain more flexibility in workforce management post-COVID-19, and will consider introducing other job models they have seen during the pandemic, such as talent sharing and 80% pay for 80% work. Top MBA college in
No. 4: Expanded employer role as a social safety net- The pandemic has increased the trend of employers playing an expanded role in their employees’ financial, physical and mental well-being. 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.
The current economic crisis has also pushed the bounds of how employers view the employee experience. Personal factors rather than external factors take precedence over what matters for organizations and employees alike. Employing such measures can be an effective way to promote physical health and improve the emotional well-being of employees.
No. 5: 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.
No. 6: (De-)Humanization of employees- While some organizations have recognized the humanitarian crisis of the pandemic and prioritized the well-being of employees as people over employees as workers, others have pushed employees to work in conditions that are high risk with little support — treating them as workers first and people second.
No. 7: 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.
No. 8: Transition from designing for efficiency to designing for resilience- A 2019 Gartner organization design survey found that 55% of organizational redesigns were focused on streamlining roles, supply chains, and workflows to increase efficiency. While this approach captured efficiencies, it also created fragilities, as systems have no flexibility to respond to disruptions. Resilient organizations were better able to respond — correct course quickly with change.
No. 9: Increase in organization complexity - After the global financial crisis, global M&A activity accelerated, and many companies were nationalized to avoid failure. As the pandemic subsides, there will be a similar acceleration of M&A and the nationalization of companies. Companies will focus on expanding their geographic diversification and investment in secondary markets to mitigate and manage risk in times of disruption.
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