Business Manager September 2021

1-Do you think there will be need of re-calibrating HR post covid? If yes, what would be the focus areas?

COVID has literally changed the way HR was operating till 2020. Earlier it was a normal paced procedure driven bureaucratic HR. From its prior STATIC role, it has now
moved to being a more AGILE player in Business. There has been a paradigm shift
in the roles and responsibilities of HR Managers. The first and foremost thing
that COVID has brought in is Remote Working. A recent Gartner poll showed that
48% of employees have been working remotely, at least part of the time after
COVID versus 30% before the pandemic. Remote working has created Borderless
Working World. Talent availability is across geographies. Talent is available
abundantly without any location or geographic constraints. Technology has come
to the forefront and is imperative to drive successful remote working. Employee
Benefits programs have changed. Talent Engagement is a key focus not only for
HR but even line managers. Mental Health and Well Being of employees is another
area of focus which was not emphasised by companies and HR earlier. Gig Economy
has boomed and will be having a greater share of work in corporations going
forward.

All the above
definitely require re calibration of HR function for sure and it has already
happened. The focus areas will be all above as new ways and means must be adopted
to manage HR function in coming times.

2- Do you think that employee trust deficit
has come down to low? If yes, what factors have been instrumental in this
shift?

COVID has brought in trust deficiencies for sure. The sudden shift to remote working has precipitated the same. Employees had to adjust to new norms of work from home
and get prepared to work without direct supervision and adapting to work
remotely. Initially remote working saw a dip in employee performance as a
feeling of working in silos / alone was not something the employees were used
to. The adjustments took time and performance was initially hindered but soon
the resilient employees who did not have the choice bounced back and started
performing well and in many cases efficiencies and productivity increased. Work
planning according to their priorities within given boundaries of their
managers was a welcome. They could adjust their deliverables on the timelines
assigned and it became a norm.

Employers started monitoring their work through active remote work management which led to dampening of the trust between employers and employees as some amount of micromanagement, time sheets completion etc. creeped in.

Due to some negligent employees who started moon lighting (working for others), and not adhering to work from home policies of companies, some employers had to take
tough steps for managing remote workers which led to trust deficit amongst
employees. 

3-How far HR has worked on three factors-Purpose, passion and perseverance to enhance its contribution to business?

The 3 Ps, Purpose, Passion and Perseverance were the cornerstone of HR during the
pandemic, especially remote working. We have seen HR reinforcing the Vison and
Values of the organisation, trying its best to conduct virtual Townhalls
wherein the Leadership team consistently spoke about the purpose of the
organisation and drove passion amongst employees to align with the Vision and
Mission and contribute towards organisational success. HR played a significant
role on reinforcing the above and helping in all ways to ensure optimum
employees contributions.

Here HR played an active role in reaching out to most of the employees to ensure that they had all the facilities to perform and deliver as per company’s expectations and it
broke the shackles of rules and procedures to ensure that employees are
comforted and perform and give in their best. Even health and wellbeing of
employees which was not on priority before the pandemic, was a key area where
HR contributed.

4-Do you identify any difference between HR’s “inner voice” and other one prevailing within the organisation?  On which voice HR would like to work and activate more in future?

HR has risen to the occasion and done a superb job during pandemic. It has shown tremendous agility during the pandemic. Right from closing offices to helping employees with IT infrastructure in collaboration with IT team, doing periodic check ins with employees, working on ways and means of disseminating company information and guidelines, looking after employees’ well-being / mental health,
vaccinations and trying out all new ideas for employee engagement.

HR during the pandemic has not only done administrative roles but has done Strategic Human Resource Business Partnering Role in most of the organisations.

The role of HR has been reincarnated in the pandemic and has done a stupendous job in most of the companies and won hearts of Line and Business Managers.

5-Do you think that talent management and employee engagement landscape is going to be changed and new rules will be written down? What can be those rules?

The Talent Management and Employee Engagement in organisations have seen dramatic changes during the pandemic; remote working has forced these changes. The first and foremost thing which HR has demonstrated is Agility, quickly reacting to
changed scenarios in tandem with organisational demands. 

The entire Talent Management scene has changed. We now have virtual interviews, selection, and onboarding; leave policies too have undergone some changes. The
non-existing Work from Home Policy came into effect, Employee wellbeing
policies have come into effect and a host of other things have changed in the
Talent Management arena.

Talent Engagement has seen a tremendous impetus and HR has been working consistently to try new ways and means to engage remote employees.

Compassion and Empathy are other areas which gained prominence during the pandemic.

All these are going to stay for the future and will see innovations and redefining of Talent Management and Talent Engagement Strategies.  

6-How HR should work on to regain the control of people agenda and align with broad Changing business needs?

HR has proven itself in the pandemic to be a key strategic function in all organisations. It has transformed itself from the earlier static bureaucratic procedure driven
function to an Agile strategic Business Partner of the organisation. HR should
be open to continuing in the same manner in the coming times and finding ways
and means to reach out to employees with a greater service orientation and intention
to help people perform and succeed in their jobs.

 7-How HR can strengthen the pride within your organisation and harness learning of pandemic period?

‘Employee First’ should be the motto of HR. They should simply understand Business Requirements and continue to find ways and means in which they can help employees to enhance their overall growth and development, keeping their physical and mental wellbeing as a key part of it.

Last one year HR has won hearts of Business Leaders and Line Managers by showing them that they understand business and want to help Leaders to exploit the full potential of employees and making them successful in their jobs.

8- How HR should think of managing technological advancements in a way that do not hurt the employee morale and engagement?

Any Technological advancement needs buy in from all stake holders including employees. What is more important for HR is to promote right kind of technology which is best suited for the organisation and with proper communication and training is adopted well by the employees.

Communication, Training, and User Friendliness are critical factors for success and if managed well by HR will not hurt employee morale and engagement in the organisation. The employees should see technological advancements as an aid to their work rather than another non beneficial addition to their work routine.

Subir Sinha

Senior HR
Professional / Consultant

Helping
Organisations / Start Ups build robust and sustainable HR practices.

Can be reached
on: [email protected]