HR Experts discussed that 2020 has been a rough time for businesses and human resource management to operate normally. Virus mitigation strategy that encourages people to focus on public health, including reducing contact with other people as much as possible, creates a homework for HR to restructure their workplace management. This move is predicted to have a long-term impact on business and employees that could pose challenges and opportunities in the HR industry. Here are some challenges and opportunities that lie ahead in 2020.
Winston Churchill said, “To improve is to change, to be perfect is to change often”. The same principle goes to a company. In order to grow, there is a need for a company to change, whether it is the management or the policy. And in a time of crisis like today, organisational restructuring would be essentially needed. In this sense, organisational restructuring does not always mean to cut head counts. There are other alternatives for employers and HR to take rather than laying off employees, such as cut off the unnecessary spending, exchange skilled workers with other employers, offer extra days of unpaid leave, institute shorter work weeks, consider a virtual office, or consider wage of benefit cuts.
Read also: Tips for Managers to Manage Layoffs with Compassion
Unionisation, the process of organising employees into a labour union, is often avoided by managers but it is very beneficial to an organisation. It provides a means for workers to express their ideas before changes made in the management. However, unionisation requires a check from time to time for better performance in the firm, and because of voice mechanism, an unionised firm often required HR to provide more rational and professional management. This is the work of HR managers to decide whether unionisation should be there in an organisation or not.
Unique to each organisation, culture has many drivers, including organisation’s leadership, product or service, benefits and perks. In cases of crisis and mergers or acquisitions, cultural redefinition is required. HR, in this case, should be the designated keeper of the corporate culture. Companies attract those who find their culture desirable and employees are more engaged in a culture that supports their needs. Whilst realising such cultures in the company would be challenging for HR, it could also open a sense of motivation and purpose for HR to offer a basis for participation in decision-making.
Most people want to learn. Learning is different from being trained. Learning is an environment that promotes the ability to gain knowledge, whether via a course, access to expertise, or participation in innovative projects. Providing a learning environment also promotes challenge, meaning and engenders growth and development.
Frequently, physical relocation is required. The increasing number of dual-career professionals limits individuals flexibility in accepting such assignments and might hinder organisational flexibility in acquiring and developing talent. Resolving these issues would need HR to update its policy and regulations. This would be a challenging task because changing company policy should be aligned with Employment Acts, company’s goals, and employees’ needs. Successfully adapting to more flexible rules, HR could best retain and engage more talents while maintaining productivity in their company.
Read also: 3 Ways COVID-19 Transforms the Future of Human Resource
