The prominence of human resources (HR) for organizations has never been more outstanding than in recent years. In 2022, there are several challenges for which these teams will have to be prepared to face. Even though the world is recovering from COVID-19, some consequences will remain, such as the trend towards digitalization of the workplace or the concern for the physical and mental health of the teams. It is expected that there will be a widespread increase in inflation, breaks in supply chains and severe talent shortages, already felt by some sectors of the economy, by the end of 2021.
In this scenario, HR will reinforce its central role in supporting the C-level to solve complex organizational challenges that affect the company's strategic vision. In an environment undergoing a profound transformation, the pressure will increase for HR teams to deliver more value to the business areas, becoming responsible for driving and leading all cultural and organizational transformations.
Having visibility into key trends in human resource management will enable HR leaders and their teams to design a robust strategic plan to meet future challenges.
Obsession for the internal customer
Traditionally, HR teams have a project-shaped work mindset, i.e. the focus of activities is to follow a time plan to achieve a specific solution or outcome, which is the project's goal. HR's growing obsession with the internal customer will make itself feel needed to transform HR operations into a 'product' whose lifecycle is timeless and whose objective is to maximize the value delivered to the customer, whether through the quality of service provided or the level of service. To adopt this mindset, it is necessary to map the internal customer experience, identify the main pain points in their journey and change processes to make them more memorable and personalized. In addition, it is essential to develop processes for continuous improvement and innovation of existing solutions based on user feedback.
Leveraging the era of hybrid working
77% of people who work remotely claim to be 30% more productive in this working model compared to the in-person model. Therefore, it is expected that in 2026 about 28% of professionals will work 100% remotely. In this scenario, it is urgent to review the way teams operate and cooperate. Without this review, it will be inevitable that the network of contacts of each employee will reduce, and silos in the organization will increase. By reducing informal conversations, remote working will have a negative impact on collaboration and innovation. Therefore, HR will play a pivotal role in defining the hybrid collaboration model by designing work layouts that facilitate communication between in-office and remote employees, using digital platforms that enable asynchronous working. The methods of using talent will continue to diversify. Therefore, HR teams must provide organizational design for variables such as cooperation between traditional teams, gig-workers and subcontractors.
Human Resources at the forefront of business transformation
HR will assert itself as supervisors and managers of organizational transformations in each area of an organization. In this sense, it is essential to be involved in these processes from the beginning to ensure maximum effectiveness in people management, change management, development of internal talent and data-based decision-making skills.
To meet these challenges, the HR teams have valuable tools and expertise in developing a culture of continuous improvement through team development programmes that include the creation of management routines based on indicators and effective training methods.
Develop teams to make the most of data and analytics
On average, only 41% of HR professionals have developed the ability to create and communicate data that influences decision-making. There is no doubt about the power of people analytics as a differentiating factor in the quality of HR decisions and how people are managed. For this reason, it is essential to invest in developing the digital and analytics skills to deliver more value to the organization by translating analytical results into valuable insights for decision-making.
The framework supporting this development should identify the most relevant data to collect from each IT system. Then, intuitive visualizations of data in dashboards should be created. Furthermore, the team should critically and frequently analyze this data, thus developing the competence of knowledge creation from data and statistical information.
To positively impact the business, HR leaders and teams must become aware of these four trends that will dictate the way people, processes, and information are managed.
With a business environment becoming less predictable and talent markets increasingly scarce, the challenges facing businesses are increasingly complex. Against this backdrop, HR must reinforce its role in managing change and promoting its cultural values and principles.