Have you been wrangling a workforce that operates in two different environments – office and remote – while fighting the pandemic and prioritizing diversity and inclusion? Seems “too much,” right. However, this is a daily thing for leading CHROs today. They have been the true “guiding star” for the pandemic period and continue to meet the needs of employees, management, and every stakeholder of the organization.
The last year-and-a-half may have anchored HR leaders as the frontrunners of change, but they have also made mistakes and learned several lessons. Transition to remote and hybrid working models was instant, but making it successful required a broad shift in the mindset. Today, leading CHROs of the world can strengthen and sustain hybrid work models because of a radical shift in their perception and understanding of the organization’s culture. In this blog, we are going to look at five of such very important shifts that every HR leader of a global company follows to successfully run their workplaces.
Increased focus on ‘Inclusion’
Inclusion played a pivotal role in bringing remote teams and workers together during the lockdowns of COVID pandemic.
The last two years have seen inclusion growing in leaps and bounds. Every small and big business around the world has a different employment mindset today than they had two years back. Industries around the world have become more inclusive and appreciative of different cultures of the world.
Increased fluency on ‘Technology’
We have seen a massive advancement in technology and a significant increase in service providers of new tools in the last couple of years. Today, there are more organization engagement channels than social media.
HR leaders have been increasingly investing in the latest collaboration and communication tools; technology is the only way to create more personalized experiences for diversified employees as well as customers.
Increased attention to “Employee Wellbeing”
When HR leaders saw employees were working after normal hours, and with no vacations or PTO (personal time off), they too could no longer deny the value of tending to employee wellbeing.
Today, employees of leading organizations can take a day off by citing “mental health and wellbeing” as a reason for their sick leaves instead of faking some actual disease. Leaders have understood that productivity is truly linked to physical and mental wellbeing of employees.
Increased dependency on “Managers”
Pandemic taught CHROs that managers aren’t just another level in the hierarchy who make clients happy, but they can be way more influential.
Organizations who trusted their managers and actively involved them in different areas, including work, saw 20% faster accomplishment of tasks everywhere.
Increased options of “Flexibility”
What pandemic forced organizations to do has now become a core culture of today’s globally successful organizations.
The options of WFH (working from home), WFA (work from anywhere), hybrid work (shifting work between home and office), and flex hours (ability to work anytime depending on one’s needs and availability) have gained widespread acceptance. Leadership that understands the flexibility needs of today’s workforce are able to turn the pandemic into their favor.