The Covid-19 pandemic may be fading into memory, but it continues to have an impact on the world and business practices. As a result, forward-thinking employers must keep abreast of changing trends to ensure their human resources strategies remain competitive.
There are three key themes poised to shape the human resources agenda this year for businesses looking to remain agile and resilient: diversity, equality and inclusion; balancing work, life and well-being in the new world of work; and humanizing human resources.
Diversity, equality and inclusion
The need for diversity, equality and inclusion continues to be underscored significantly by the conversation about systemic racism that is central to many industries. Companies have no choice but to adopt initiatives that support a fairer workplace.
Organizations must look beyond tokenistic efforts such as quotas and focus more on making structural changes that provide greater opportunities for people from all backgrounds while also providing measurable benefits such as better recruitment results or higher retention rates.
A diverse workforce provides many benefits to businesses including higher innovation, better customer relationships, stronger employee retention and increased profits.
Creating a sense of belonging among all staff is essential to achieving diversity, equality and inclusion in the workplace. Companies should strive to create an environment of acceptance and understanding where everyone feels included and valued regardless of background or identity and where ideas are shared from different perspectives. This helps create an environment where everyone feels comfortable bringing their unique skills and experiences to the table without fear of judgment or discrimination.
Work-life balance
Employers should also acknowledge the well-being of their employees.
Working from home can provide a level of flexibility not available in a traditional office setting but can lead to burnout if not managed properly. Companies should create flexible policies that allow employees to manage work and personal life simultaneously. This could include things like offering mental health days or training managers in how to recognize signs of stress.
Leaders must lead by example and factor in regular check-ins with each team member to discuss any concerns or concerns they have.
It is increasingly clear that for businesses to thrive in today’s digital world, leaders must take responsibility for supporting their teams beyond their professional duties. However, leaders must consider all aspects of life, including mental, spiritual and financial well-being.
Cindy Botha, vice president of operations and people engagement at Makosi, which is certified as a top employer by the Top Employers Institute, agreed that employers cannot afford to neglect the well-being of their employees.
“Based on the premise that happy people deliver the best results, our culture is very focused on the interests of our people,” he said. “Instead of being pigeon-holed, we take their interests and aspirations and pay great attention to developing and supporting them. We schedule frequent team chats and give everyone a voice so that no one feels like they are in a silo or alone.
Makosi works with accounting teams worldwide to provide high quality variable workforce solutions including audit, assurance and advisory services using 100% remote workforce. The company employs 1,500 accountants in 12 countries that offer a compelling employment proposition: the ability to work with international clients and gain international exposure while benefiting from attractive remuneration benefits, professional and personal coaching and development, and good career growth.
Humanizing HR
I strongly believe in the power of human relationships in the workplace, especially when it comes to creating a strong organizational culture through employee engagement initiatives. By investing in building relationships between colleagues rather than focusing solely on process efficiency or task completion time, companies can build trust between staff which in turn leads to higher overall performance.
It is high time HR departments recognize and understand the value of individualism.
I expect a revolutionary change in how human resources strategies are created and implemented. This shift will be characterized by a new acronym: GAIT (generally applicable, individually tailored), an idea based on treating everyone with respect as individuals with unique backgrounds, experiences, settings and dreams.
Companies must recognize that there is no “one size fits all” when developing HR frameworks and policies. Teams must take into account the individual needs of each collaborator and allow personal preferences to be made.
Although the upheaval affecting the workforce over the past few years has caused many organizations to rethink how they approach changing work dynamics, companies today need creative ways to engage employees while maintaining operational efficiency.
The views expressed are those of the author and do not necessarily reflect official policy or position Mail & Guardians.