In conclusion, HR should assist all workers, past and present, by establishing mental wellness programmes, offering around the clock support to those who need it and raising awareness by disseminating As such, they must take the lead in providing displaced workers with outplacement and career transitioning services such as counseling and assistance in identifying career opportunities. HR has an ethical and moral obligation to all those that have been impacted by COVID-19. Moreover, many employees – particularly those who have been the victims of downsizing and restructuring initiatives – are likely enduring high levels of stress and anxiety due to the disruption the pandemic has inflicted on their day-to-day lives. In addition to implementing social distancing measures, installing sensor based technologies throughout the workplace is a great way to minimise physical contact and reduce the risk of spreading the virus. This includes focusing on physical wellness, as well as the emotional and mental aspects of wellbeing. Maximising occupational health and safety by focusing on physical and mental well-beingĪs employees look to return to the workplace, HR must consider introducing the necessary measures to ensure employee safety and wellbeing. Additionally, offering flexible working arrangements by introducing staggered hours, flextime, or flexplace will help employees improve their work-life balance, while also allowing organisations to capitalise on the increased workforce productivity and efficiency. Moving forward, job roles and functions will increasingly be designed for those with transferable skills who can apply them in a broader context. ![]() As a result, it is critical that redeployed workers are equipped with the necessary skills that will enable them to seamlessly transition into their new roles. COVID-19 has led to large-scale competency mapping and will likely result in many employees being redeployed to other divisions that have or will have demand. HR is also increasingly playing an integral role in reskilling existing employees. ![]() This means designing organisations that are scalable and highly adaptive to future uncertainties. There will likely be a major shift towards highly flexible organisational structures that allow for the effective redeployment of workers. HR needs to support businesses in redesigning organisational structures and job roles to accommodate the new normal, with high emphasis on promoting operational efficiency. Given the recent success of remote working, organisations will be looking to capitalise on productivity and efficiency gains by establishing a hybrid working model that supports both office and remote working. Introducing new structures to enhance workforce flexibility and productivity Most importantly, focusing on employee engagement through pulse and satisfaction surveys is a great way to gauge their experience and ideas, and get their recommendations on how best to transition to the new normal. As organisations look to accelerate the pace of remote working in the foreseeable future, it is essential that they make a conscious effort to preserve their core values and emphasise building a workplace that puts people at the forefront of every decision. ![]() Finally, introducing diversity, equality, and inclusion policies and programmes will help bolster organisational culture and create an environment that promotes trust, unity, empathy, and engagement. Promoting open dialogue and installing direct communication channels between all levels within an organisation will help keep leadership informed of employee concerns. Organising regular check-ins exclusively for work, social interaction, or emotional support is a great way to establish a balanced structure suited to managing a remote workforce and to strengthen relationships. How will business leaders guide the actions and influence the decisions of employees at all levels? The social dynamic between employees will no longer be the same due to varying working conditions, such as less face-to-face interaction and an increasingly dispersed workforce. While this is a positive change, the implications of this transition threaten the existing organisational culture. There will likely be a major shift towards hybrid working models that capitalise on the benefits of both remote and office working. Re-establishing organisational culture will become a top priority for HR departments as organisations look to adopt more flexible working arrangements. Redefining organisational culture by shifting towards a people-centric workplace
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