Written by Lauren Catenacci, Ph.D., and Ash Buonasera, Ph.D.
It’s been a full year since the pandemic began. It’s evident that many organizations have found ways to adapt and have performed relatively well throughout the pandemic, debunking the notion that remote work cannot be productive. With major companies like Twitter allowing their workforce to work remotely on a permanent basis, it is reasonable to assume that remote work is not only here to stay but slated to expand.
The pandemic is an opportunity — and necessity — for HR professionals to shape the future of work and the workplace. As we look beyond the pandemic and in alignment with the Human Capital Management Master’s Program’s focus on the new world of work, we offer several recommendations for HR professionals.
Leverage Flexible/Hybrid Work Policies. Remote work is likely to become an important factor in attracting and retaining top talent. According to a survey released by the Pew Research Center in December, more than half of Americans who are currently working remotely say they’d like to continue doing so after the pandemic ends. Organizations should begin shifting their outlook on remote and hybrid policies as a strategic competitive advantage. Legal roadblocks around geographic location may exist, however, we urge organizations to strategically invest in overcoming these roadblocks as those that do will lead in winning the global competition for exceptional talent.
Invest in Technology & Infrastructure. At the onset of the pandemic, many organizations were fortunate to have technology that enabled businesses to continue to function rather seamlessly. But what’s next? Looking ahead, organizations should invest in state-of-the-art technology and infrastructure that can unlock all-new levels of collaboration, innovation, and productivity. Imagine a second-life for the workplace with a virtual campus that simulates some of the physical workplace aspects we have been missing like a virtual coffee shop to meet with colleagues or an ‘office space’ where colleagues can find you and work with integrated collaboration tools and technology. Moreover, this investment can also unlock access to new types of data and insights that can enhance our understanding of performance in a virtual environment.
Mitigate Employee Burnout. Pandemic-induced workplace flexibility has turned out to be a double-edged sword; technology expanded when and where work could be completed, which is resulting in a seemingly continuous, 24-hour stream of work. Organizations need to think of tangible ways to effectively mitigate employee burnout and ensure that these safeguards are embedded and reinforced in the culture.
Re-Evaluate Performance in a Remote Workforce. Employees have been productive during the pandemic; however, as remote work becomes more of the norm, HR professionals are encouraged to consider new, relevant competencies for selecting, measuring, and evaluating performance in remote settings. Historically, ‘facetime’' has been an unspoken indicator of career progression, and so challenging and dispelling this ‘metric’ will be critical. Finally, HR will need to examine the best techniques for managers to use in evaluating and providing effective feedback and guidance remotely.
The views expressed are those of the author and do not necessarily represent the views of any other person or entity.
