Covid-19 and the ensuing pandemic changed everything. Some days it may seem like we’ve always done things the way we do them now. After all, everyone adjusted through lockdowns, remote work, virtual everything, delayed re-openings and actual re-openings.
“Two years ago, a global pandemic turned nearly every universal truth about work on its head. Take the very idea of an office. Pre-pandemic, work was a physical place for most people – at least for part of the work week,” says Chris French, EVP of Customer Strategy at Workhuman, one of the researchers behind the the report Two Years Into Covid: The Great Resignation Isn’t Over, as Many Employees Are Still Considering Leaving.
“When health and safety concerns compromised the office, companies that once refused to accept remote work were forced to allow flexibility so business operations could continue.”
What we do at work now – regardless of where that actually happens – might seem natural, but if we reflect on where we were before the pandemic, you’ll see a lot has changed in HR. Some has remained the same. And change will continue going forward in a workplace that’s learning to live with Covid-19.
The latest version of the Covid-19 relief act has passed and is already impacting employers, leaving HR professionals questioning what’s covered now, as well as how to stay compliant. In addition to the COVID-19 relief act, the vaccine program has picked up its pace. This creates much more confusion.
Hiring at heart of matter
Spawned by the pandemic, HR will continue to face turnover issues and a volatile labor market. So, hiring right remains a critical factor for companies going forward, according to Monster’s Future of Work Report.
“The future of work appears strong,” says Scott Gutz, CEO at Monster. “But we must recognize the long-term effects of the pandemic and its impact on work/life balance, a growing skills gap, and employee well-being. The findings in our report also indicate that competition for talent is extremely high and will continue to increase through 2022 and beyond.”
The biggest issue could be the skills gap. Eighty-seven percent of employers have struggled to fill positions because of skills gaps. That’s up from 80 percent the previous year.
But HR leaders don’t need to fear it. Embrace the skills gap. Nearly three-quarters of managers and HR pros are willing to hire and train candidates with transferable skills.
The key might be to broaden job descriptions to focus more on desired, transferable skills and performance outcomes. Then you might loosen experience and education requirements so roles become more attractive to people who can deliver the skills, interest and adaptability to get the work done.
Employees connect again need to
You might curb turnover by helping employees connect on different or deeper levels.
“At a time when people are questioning how they spend their time and how they make a living, HR and business leaders should take a step back and think about ways to make work less transactional – and more human,” says French. “Doubling down on connection, community, and belonging makes the most sense financially, in terms of mitigating turnover. And it’s also what employees expect.”
HR leaders will want to work up and down the chain of command to ensure employees become engaged in the workplace again. To help build connections, you might get a team of executives and front-line managers to put together a social and professional plan that includes appreciation, recognition, fun and meaningful events and interactions.
From there, involve employees more. As they come back to the workplace – and even if some stay remote – perhaps they can take the reins in organizing social events and resource groups that fit their needs in the post-Covid workplace.
Amp up diversity, equity and inclusion
Nearly every organization is emerging from the pandemic with an eye toward continuing to increase diversity, equity & inclusion (DEI) in the workplace.
But fewer than 40 percent of companies actually have a DEI strategy, according to the McLean & Company HR Trends Report. Instead, many organizations are more reactionary to DEI. While they might plan initiatives and execute some ideas, they tend to address issues as they come up.
Going forward, companies want a more defined strategy. In fact, DEI-proactive companies are more productive, effective with their HR functions and successful with employee inclusion efforts, the McLean researchers found.
To build a strategy that is progressive, consider – and address – these key areas:
- the level of diversity across the organization
- how diversity, equity and inclusion play out for employees now – and how you want it to play out going forward
- ways to create alignment and commitment across the organization for all DEI initiatives
- how you’ll train for your DEI initiatives, and
- how you’ll sustain efforts and evolve with time.
