1. The Hybrid Model
The hybrid work model that kept so many businesses in operation during the worst days of the pandemic is now a feature of almost every work environment. Workers are now in fact making their feelings known about the hybrid lifestyle. 75% of remote (or knowledge) workers have elevated expectations when it comes to the flexibility offered by the hybrid work model. It is estimated that some businesses could lose up to 39% of their senior workforce should it revert back to the fully on-site work arrangement. Businesses need to focus on providing a fresh, human-centric model that takes advantage of the hybrid model by empowering employee flexibility, fostering a culture of connectedness (and connectivity) – and encouraging leadership and HR outsourcing in this evolving space.
2.There’s a Talent Shortage
Human resource managers are today under more pressure than ever before when it comes to identifying and onboarding those with critical skills. These are the employees that drive organizational change and allow the organization to meet market demand. However, even in the face of scarcity of talent HR departments are under ever-increasing pressure to reduce costs. This requires a rethink – and some new approaches in order to ensure job vacancies are filled efficiently and effectively. It requires a broadening of the strategies used to acquire talent. This process can take place as part of the strategic planning process or on a needs basis. An example of this approach is to develop processes and the infrastructure to ensure the mobility of employees – so that they can easily migrate to other existing roles or newly created positions. This results in the development of an ‘internal labor market’, reducing the costs associated with attracting new talent – and motivating employee development, without them leaving the company.
3. The Importance of Well-being
Sometimes traditional tools such as turnover metrics and engagement surveys don’t tell the entire story when it comes to the feelings of well-being among employees. Measuring tools addressing ‘current experience’ or ‘overall well-being’ are sometimes blunt instruments. Research has revealed that although companies are investing more than ever in employee well-being employees are not making use of the opportunities presented. It is essential that management position well-being offerings correctly – and deliver on promises in relation to well-being programs in order to attract new talent and retain those with critical skills.
4. Worsening DEI Outcomes?
Hybrid and remote work models can make changes to the well-being programs and offerings difficult for some employees to grasp – and leverage. There is always the potential that any change has the risk of worsening diversity, equity, and inclusion (DEI). A good example of this is that managers have reported that those who choose to work from the office have a substantial advantage when it comes to promotions. 76% of managers estimate that on-site workers receive more promotions than those who are working remotely. This has far-ranging implications given that persons with disabilities and women, as well as those from underrepresented groups, are far more likely to opt for the work from home option. This so-called ‘proximity bias’ can lead to severe inequality – in a hybrid environment organizations must put in place strategies to mitigate against this bias.
5. The Turnover Trend
Hybrid is becoming the new norm – and those companies that are insisting that employees return to the office full time are now experiencing high employee turnover. Employees have been vociferous about their requirements when it comes to their chosen work environment. A recent survey showed that 52% of employees are evaluating their current employer on the basis of the company’s attitude to remote work. Human psychology also plays its part. As hybrid has become more common employees see the emotional cost of leaving their current employer as lower than it was when the traditional office was the norm. There is now also a greater choice of employers now that geographical location has often ceased to be an issue. Employers need to focus their efforts on making sure that the company is communicated to Hybrid workers and that those workers buy into that culture. – employees also need to invest in talent growth programs in order to grow employee networks.
6. The Evolving Role of the Manager
The current trend toward a hybrid work environment has meant that there are today far fewer opportunities for brick-and-mortar interactions between employees. Managers need to take extra care to establish and nurture the relationships between employees. – and foster a deeper connection to the organization. CHROs must provide Managers with the tools and knowledge that they need to lead people while at the same time managing employee career expectations and perceptions. Employees also require the feeling of well-being that comes from being a part of a robust corporate cultural environment.
7. Gen Z is Waiting in the Wings
The younger generations are much more comfortable with the idea of a hybrid working environment. Many finished their dedication during the height of the pandemic – and were immediately disillusioned with the job market. Gen Z views the hybrid model as merely a logical extension of connections that are built in the real world – a model that allows them to achieve that work/life balance. Managers need to pay attention to the expectations of this generation in terms of a post-pandemic economy. Entry-level hires and their needs will be dictating everything from office design to career development and onboarding procedures.
