HR and business leaders are already looking ahead to 2023 as the fourth quarter begins. HR professionals are sure to face another challenging year as the COVID-19 pandemic persists and employers grapple with the seismic shift it has brought to their businesses, including increased turnover, increased demand for flexibility, and an increasing reliance on technology.
FREMONT, CA: The future of employment will necessitate a greater emphasis on the individual. There is an ongoing desire for a better employee experience and workplace flexibility. A flexible, people-centric strategy (what we call "Work in Any Way") can help businesses continue to put their employees' preferences first in their HR practices.
Here is a global HR trend influencing how organizations approach the employment lifetime beyond 2023:
INVESTING IN EXISTING TALENT
It's a good idea to widen the recruitment strategy to include current workers, whether organizations are looking to hire a new or vacant position. Businesses can also demonstrate concern for their present employees by providing upskilling opportunities, encouraging independent learning, or just conducting regular check-ins to see how things are going and how the company can be improved.
Investing in current talent may be more crucial than businesses believe. According to a Gallup poll, almost half of American workers may qualify as "silent quitters." What does this precisely mean? Quiet resignation occurs when a person feels disengaged or unfulfilled at work.
When firms fail to invest in their current talent, employee disengagement increases; therefore, retention should be a significant focus of the HR strategy.
In addition to giving possibilities for upskilling and personal growth, these initiatives could involve holding so-called "stay interviews."
Stay for Interviews
A stay interview is as vital as an exit interview, if not more so.
Employers conduct interviews with their present employees to assess their overall job satisfaction and morale. This technique assists firms in gaining a deeper understanding of what motivates employees to remain with the organization and what areas may require improvement. This can aid organizations in identifying any early pain areas before they become significant issues.
Stay interviews can be conducted by surveying employees, but face-to-face conversations are typically more effective. Conducting one-on-one personal interviews with a few individuals from various departments can provide firms with much more insight into the current workforce's requirements.
Upskilling the workforce entails encouraging ongoing learning through training programs or other development opportunities to reduce skill gaps and increase an employee's capabilities.
Offering opportunities for skill development benefits both individuals and their employers. It allows workers to extend their skill sets and advance their careers, frequently resulting in increased employee engagement and retention rates. Some examples of skills enhancement opportunities include online or virtual classes, lunchtime educational seminars, and mentoring or work shadowing programs.