GLOBAL HUMAN RESOURCE MANAGEMENT TRENDS

 

Restructuring the workplace

 

Remote work can be structured so that employees split their time between home and the workplace, on alternate weeks and on a rotating schedule. It can include designated times for everyone to be physically present – for instance, there might be a good reason for everyone to be on site on e.g.  on Monday of every month (Sylwia Przytuła, Gabriela Strzelec, December 2020) Or a company could choose a “work-from-anywhere model” in which employees can work remotely all the time but still be able to visit any work location anytime if they wish to do so for the purpose of affiliation (Kaufman et al., 2020). Organizations need to re-write the rules concerning content and place of work to navigate the exponential change that appeared with COVID-19. Increasing sanitation and cleaning, implementing social distancing guidelines along with operational changes like decreasing business travel and reducing the use of common spaces like kitchens or recreation areas. These tasks are predominantly assigned to HR department in which 87% of HR professionals recently reported that their work has been crucial to their organization since the pandemic began and over half of them felt their work is more appreciated than before the pandemic.

 

More technology in recruitment & selection

 

In 2019 HR specialists planned to invest specifically in HR technology that enhances HR analytics and allows for further HR automation over the next two to three years. Sixty percent also agree that embracing these new technologies will require a significant change of roles within HR (Agrawal at al., 2020). Indeed, this plan has gained importance since COVID appeared, as majority of recruitment and selection practices were provided by e-bots or via ATS (application tracking system). Video interview usage went up from 22% in 2019 to 58% this year. Drug test usage in selection dropped 21%, likely due to lack of availability for in-person testing. Reference checks also went up 9%, suggesting that organizations are looking for ways to learn more about their candidates when other in-person methods are no longer available.

 

More Intrinsic Motivation, Engagement, Sense of Belonging and Well-being Activities are Needed

 

The digital workplace of today is vastly different from the workplace a decade ago — due to both age-old challenges as well as some new realities. There are more tools, more flexibility in where we do our work and more communication with coworkers, whether they sit next to us or work half a world away. But the demand for a more engaged, effective remote workforce has increased exponentially. It is more important than ever to listen and take action to help employees succeed (Igloo software, 2020). According to Deloitte study, enhancing engagement and sense of belonging has been organizational priority for this time and those efforts will pay off in the near future. 79% of organizations say fostering a sense of belonging in the workforce is important for their success over the next 18 months.

 

Global and Virtual Mobility and its Mental Consequences

 

COVID-19 has changed not only how people work but also the basic patterns of movement and travel. These changes may require relocating activities to other countries. Companies may pick up talent locally but then will have to get new employees up to speed on their new roles-through re-skilling.

References:

• Sapana Agrawal, Aaron De Smet, Sébastien Lacroix, and Angelika Reich, 2020. McKinsey & Company. [Online]Available at: https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/to-emerge-stronger-from-the-covid-19-crisis-companies-should-start-reskilling-their-workforces-now[Accessed 16 Dec 2021].

• Elizabeth Kaufman, Deborah Lovich, Allison Bailey, Reinhard Messenböck, Felix Schuler, and Abhishek Shroff, 2020. bcg. [Online]Available at: https://www.bcg.com/publications/2020/remote-work-works-so-where-do-we-go-from-here [Accessed 16 Dec 2021].

• Sylwia Przytuła, Gabriela Strzelec, December 2020. Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19. Journal of Intercultural Management, Volume 12, p. 20.
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