The COVID-19 pandemic has disrupted economies and businesses across the world and people are its core. With businesses on the cusp of recovery and unlock relaxations progressively put in place by the Governments, engaging the human
resource is gaining greater significance for leaders and organizations.
When envisioning the functioning and impact of the HR function in the post-COVID-19 era, one thing is emerging, the pandemic has increased the need for more versatility and flexibility in the present workforce. It has also accelerated
the move towards greater digitalization of HR services thus underlining the significance of adapting to the new normal.
On the question of managing the productivity of employees in the new normal, it may seem like a lot on hand, however, it first requires a mindset shift followed by a redesign of some of the norms of efficiency and effectiveness of
employees – yes, it’s a paradigm shift in the fundamental way of working and engaging.
The cultural shift
With the world gearing for the long haul in a post-pandemic era, there is likely to be a significant move towards hybrid work models that capitalize on the gains of both remote and office working patterns. Retaining organizational
culture is quite likely the top priority of the CEO and CHRO as organizations gear towards neo-normal working plans.
Also as organizations accelerate the pace of remote working, it is essential to put forth a conscious attempt to preserve their core values/beliefs and emphasize on constructing a working environment that places its people at the
forefront of every decision. Above all, continuous monitoring of employee engagement through speed surveys are an incredible way of measuring their experience and receiving suggestions on how best to transition to the new normal.
Adaptive people practices
Learning and development has rapidly become the most fundamental and integral part of the people agenda, with a spotlight on skills and behaviors for dealing with the post-COVID-19 situation.
HR needs to consider upskilling the present workforce with skills that give them a competitive edge and helps them become more resilient to change. Gig hiring, remote working, digital engaging, self-paced learning are the new paradigms.
Implement systems and sophisticated technology: COVID-19 has upped the pace of digital transformation of organizations and remote workers need to understand and adopt new software and applications in order to deliver
the expected output. Time to Sharpen the saw!
Data Driven Decision Making
We have been witnessing a continuous rise in data-driven decision making across all industries.
Workforce analytics enables HR to measure employee experience, engagement, and satisfaction. In an effort to stay competitive in the modern and complex business landscape, especially because of COVID-19, organisations need to keep
leveraging data analytics to forecast their workforce requirements and to optimise revenues and reduce costs. It is imperative for the HR function to leverage analytics to measure and forecast workforce requirements, attrition and
productivity levels as well as engagement levels.
Conclusion
Due to the long-lasting impact of the pandemic on the economy, organisations are compelled to adjust to the new normal and prioritize their HR goals. It is essential for the HR function to adapt and adopt to the new lifecycle to meet
new workforce-related challenges and opportunities.
The time to act is now – the more organizations lag on this aspect, the longer it shall take for organisations to achieve the competitive edge and prevail in the post-COVID era.
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