Lucas Campbell is an R&D Manager. He's responsible for developing and executing a new product and commercializing it for the market. This includes leading and directing the R&D Team by distributing workload and ensuring motivation and performance levels are maintained.
Deciding what will be the future of work after the coronavirus pandemic remains a daunting task. There is some advice available online based on a certain analysis. There are three specific categories described in it viz. accelerating trends, a new impact that was earlier not part of work future discussion, and pendulum swing.
Pendulum swing refers to short-term temporary reactions. Significantly, business leaders understand the large-scale shifting that is changing the way people work and the way work is getting done.
Research has indicated that 48% of the employees working in an organization are likely to start working remotely. At least for a portion of the time after the pandemic is over. This is a sharp rise compared to 30% of people working remotely before the pandemic.
Most employers are looking to increase remote work after the outbreak subsides. For being successful in the world of more remote work, the hiring managers are going to prioritize digital dexterity with digital collaboration skills. HR has to decide how the advent of remote work will affect performance management.
This survey has also indicated that more than 32% of the companies are planning on replacing the full-time workers with contingency workers as a way of saving costs. By using more gig workers, the companies will be achieving greater flexibility in workforce management.
HR also needs to consider how the performance management systems will apply to contingent workers. There is also a question mark on whether the contingency workers can be eligible for similar benefits as the full-time workers.
All the leaders will redefine the meaning of critical. They will decide what to include in the term critical, employees possessing critical skills, employees working in critical strategic roles, or employees working in critical workflow roles. This separation of critical roles and critical skills shifts the focus towards coaching the employees for developing skills that will open several avenues for them instead of concentrating on preparation for a specific role.
Companies have to re-evaluate their succession plans and try to expand the roles that are considered to be development paths for a specific role.
Right through the spread of the pandemic, several employees developed relationships that were more connected while others have shifted to more task-oriented roles. You need to understand how you can engage the task workers within a team culture and the creation of a culture with inclusiveness is more significant than ever.
To improve the employee experience the HR department will have to facilitate collaborations across the company and work with different managers for helping the members of staff to navigate through the norms and expectations arising due to the shift.
Before the advent of the coronavirus pandemic, more than 50% of the companies were focused on streamlining various roles, supply chains, and workflows for raising their efficiency.
However, this led to the creation of fragile systems, thereby prompting the companies to prioritize resilience and giving it equal importance as efficiency. Providing more adaptive, varied, and flexible careers will help the employees develop cross-functional knowledge and training required for flexible companies.
Rise in organizational complexity
In the upcoming months, there is likely to be an acceleration in the nationalization of companies, M&A, and larger organizations becoming even bigger. The increase in complexity is likely to lead to the creation of challenges for the various leaders as the operating models continue to evolve. The company HR department will have to take lead in shifting to more agile operating models and help the leaders manage this greater complexity.
A rise in global mobility is in order and establishing a legal business in China for instance may be a good solution. You can take the help of a China company register for this. There will be a need for enabling the organizations to customize their performance management. This is because what one part of a company requires may not work elsewhere.
A rise in organizational complexity is likely to complicate career paths generating a need for career development support and reskilling. For instance, you can develop resources and develop platforms for providing visibility to the internal alternatives.
This article is a guest blog written by Lucas Campbell. To contribute a guest post to Workast.com, please complete the expression of interest form here.
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