How the new normal is shaping the future of HR

Agile & nimble organisational structures

Introducing new structures to enhance workforce flexibility and productivity

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. HR needs to support businesses in redesigning organisational structures and job roles to accommodate the new normal, with high emphasis on promoting operational efficiency. There will likely be a major shift towards highly flexible organisational structures that allow for the effective redeployment of workers. This means designing organisations that are scalable and highly adaptive to future uncertainties.

HR is also increasingly playing an integral role in reskilling existing employees. 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. 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. Moving forward, job roles and functions will increasingly be designed for those with transferable skills who can apply them in a broader context. 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.

Health & safety the new priority

Maximising occupational health and safety by focusing on physical and mental well-being

As employees look to return to the workplace, HR must consider introducing the necessary measures to ensure employee safety and wellbeing. This includes focusing on physical wellness, as well as the emotional and mental aspects of wellbeing. 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. 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. HR has an ethical and moral obligation to all those that have been impacted by COVID-19. 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. 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

Tech-enabled sourcing & recruitment

Rethinking talent sourcing and recruitment by embracing emerging technologies and diverse skill sets

Organisations are now looking to redefine their recruitment strategies in an effort to shift towards a more cost-efficient and effective operating model. This means hiring individuals with transferable skills, who can provide a more forward-looking outlook and thrive in an ever-changing environment. The skill sets and competencies needed to succeed in today’s workplace are constantly evolving with employers now more likely to hire tech-savvy candidates who offer more adaptability and flexibility. Employers may also consider delving into the gig economy by hiring subcontractors or contingent workers, who offer a cost effective alternative to full-time employees. As such, it is crucial that individuals focus on digitally upskilling themselves or risk falling behind.

Organisations should consider reimagining their recruitment and sourcing strategies to capitalise on their inherent productivity and efficiency gains. The rise and success of remote working has paved the way for alternative recruitment and sourcing strategies, such as conducting the entire recruitment process from planning and talent sourcing to assessing, selecting, hiring, and onboarding in a virtual environment. Emerging technologies, such as artificial intelligence (AI), virtual reality (VR), augmented reality (AR) and blockchain, in conjunction with data science, are driving the automation and digitalisation of HR functions – potentially making more decisions free of implicit bias and laying the foundation for highly equitable decision making processes across organisations. Will blockchain technology be used for conducting background checks where employers can virtually acquire immutable applicant credentials and historical records? Will employers look to hire full-time workers from abroad and have them permanently stationed in a different territory? Or will we only recruit locally in anticipation of a possible future pandemic and travel restrictions? Only time will tell.

Digital now, not tomorrow

Accelerating the digital transformation agenda through the integration of disruptive technologies

Digital transformation has become an increasingly hot topic and has posed questions around the role of HR moving forward. Businesses are now looking to reduce costs by any means, putting HR under pressure to create more value with less resources. 62% of Middle East CFOs and 59% of UAE CFOs are looking to accelerate the adoption of automation and establish new ways of working once they begin to transition back to the workplace, with 50% citing this globally.² As such, HR is being pushed to take on a more strategic role within organisations. This includes downsizing HR itself by cutting redundant operational and compliance related jobs and automating these functions instead, enabling organisations to push the boundaries of operational efficiency even further. Even more so, emerging technologies, such as AI, VR, and AR, have opened the door for a wide variety of applications in the HR domain. These technologies will help improve all HR functions including recruitment, onboarding, training, and so much more. For instance, through data science and AI applications, organisations are now able to extensively reduce the hiring cycle by using a fully automated CV screening process which completes several days or even weeks worth of work in a matter of minutes. Big data and data analytics enhance the recruitment process by helping identify top talent as well as forecast workforce capability and capacity requirements. AR and VR technologies will be used to improve the onboarding process through virtual office tours, no longer requiring new hires to be physically present. Similarly, reskilling and upskilling of employees through virtual and digital learning platforms will soon become a reality, meaning that organisations will no longer need to invest in the infrastructure and logistics necessary for ‘live’ training.