We keep hearing that we are living in a new world thanks to the COVID-19 pandemic. How we interact with one another, how we make plans, how we travel, even how we dress is changing. What the world will look like when this is all over is unknown. But what we do know is that no industry is immune.
That includes human resources. Human resource managers and their teams all around the world have already faced new challenges in the workplace before the pandemic and many of them will continue long after it is over. This profession is no siloed; how it operates reflects the changes in technology, globalization, and much more.
Here are several trends that together reflect what the human resources industry looks like in 2020.
The rise of virtual reality in the workplace.
Virtual reality in the corporate world is increasingly new, which means human resource professionals will start to see it appear in how they conduct training and onboarding. Some companies already offer it for leadership development or training employees for potentially dangerous situations, such as a mass shooting or a robbery. The value of immersive training is strengthening conflict management and building empathy of co-workers, clients, and customers.
The side-by-side workforce of automation and humans. As artificial intelligence (AI) and robotics enter the workforce, their human counterparts will adapt to new roles with new responsibilities. They will also need to learn how to integrate their work with machines and data learning platforms. We are already seeing this at home with Amazon Alexa and other streaming devices. Recruiters will need to learn how to both train and source potential employees who can perform in this new environment. At the same time, AI will also become a part of the human resource process through talent mobility platforms that screen and assess both candidates and the current workforce.
Creating a holistic experience for employees.
The competition to create cozier and more interactive workplaces did not end in 2019. Employers understand that younger workforces want a work experience that engages them on all levels. They want comfortable settings, mentors and not managers, opportunities to advance their careers through learning, and flexible schedules plus the opportunity to work remotely. The culture of the workplace will almost be as important as the benefits and even the work itself. Employees will want to play a role in decisions that affect them. Human resource professionals need to emphasize culture but do it in a way that it represents everything, from how things look and feel and operate in the workplace to how much employees feel valued and empowered.
Looking for employees no matter where they live.
Globalization has knocked down borders, and the pandemic has erased them for good. Advances in mobile technology are allowing recruiters to look for candidates no matter where they live. Training, onboarding, and daily interaction are all possible. Global recruitment is designed to source the best-qualified person for the job, not the best person qualified for the job in a certain set of zip codes. As more companies strive for diversity and competitiveness, they will expand their scope and look anywhere they can find talent that fits.
Creating diversity where it counts.
Diversity has always been at the forefront of the human resources industry, but today, it is essential. Younger workforces are increasingly concerned about working in environments that reflect the world around them. But hiring a diverse workforce will not just mean slotting in different faces. There needs to be more involvement by diverse voices in decision-making. People need to be heard. Diversity will become more than headcounts and more about how companies view the world and portray it to their clients or customers. And recruiting people who understand that will become a first step in building that coalition.
Embracing progressive benefits.
As companies recruit more outside their borders they will experience a workforce that is used to more relaxes rules around benefits like holiday and family leave time. There will be a greater push for extended vacation time, flexible work hours, paternity leave, and mobility. Another trend within this realm is allowing contractors to transfer benefits between jobs, which will become more pronounced in countries like the U.S. that do not have universal healthcare.
Greater demand for employee development.
Workplaces will see their workforce as a resource they can invest their time and money in, opposed to expecting them to have the perfectly tailored skills the moment they walk in the door. Human resources departments will be enabled to offer continued development through professional courses, mentorship programs, personalized learning platforms, and more. This means that there will a greater emphasis on finding employees who are curious, eager to learn, and want more from their job than just a paycheck. Career development will broaden skillsets, which is especially important as technology and commerce continue to evolve.
Regulations on contract workers increasing.
As more companies turn to the gig economy to grow their workforce all across the world, governments are expected to clamp down with increased regulation. For example, last year California passed a law that enforces how contractors are classified. This sets up tensions among worker rights organizations, global companies, and countries that try to determine what makes an employee an employee and what rights do they deserve in the workplace. For human resource professionals, this means keeping on top of current legislation, understanding what it means for recruitment, and redefining benefit and compensation packages to adhere to the latest regulation.
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