To redefine the significance of the function in the post-pandemic world, HR will be provided with a window of possibilities. If rightly equipped, HR may have a significant impact on organizations.

FREMONT, CA: In the post-pandemic era, 2023 will open multiple doors for HR to revamp the function’s value proposition. Throughout the pandemic, ensuing inflation escalation, and economic deceleration, human resources professionals have played a consequential part in illuminating organizations. If competently empowered, HR can make a remarkable impact on organizations. 

Focus on Total Wellbeing

During the whole pandemic, HR has plausibly been impacted too. According to a research, 98 per cent of HR professionals had the sense of burning out at some point. Therefore, firms ought to take responsibility for this brewing crisis among employees across the business. This starts with HR overcoming their burnout situations. They should help themselves before assisting others, if not the department will not be able to meet the expectations of the rest of the organization. Along with this, HR is expected to move towards a dynamic approach to well-being and pliability, which includes concentration on mental health, financial well-being, initiating a more holistic employee well-being approach, and physical health.

Administrating Workforce Ecosphere

Although HR has historically focused on permanent employees, other types of workers, such as contractors, gig workers, and employees working for supply chain partners are prioritized more to the company's ability to deliver services. However, it is believed that HR will prove its capability to manage a complex workforce environment other than permanent employees. If so, HR will become more involved in the management of its contingent workforce. Contractors, gig workers, and external contributors will be integrated into the HR value chain. This is essential from both a value generation and a risk management perspective. Even top businesses struggle to effectively manage the two-tiered workforce that is created by HR's current, frequently hands-off, approach to temporary workers.

In today's platform economy, HR can help to build a more blended workforce ecosystem by providing value to outside contributors. Best practices should be shared by HR with supply chain partners, vendors, and service providers. The post-pandemic era has demonstrated the importance of value chains from both a production and a reputational standpoint. Although HR does not make partnering decisions, it does have a unique opportunity to strengthen best people practices across the supply chain.

Reshaping Workplace Learning

HR will update employee development plans in 2023 and integrate learning into regular tasks. Lack of career development and progress is the main cause of leaving a job amid the Great Resignation and the Great Reshuffle. Additionally, only 40 per cent of employees feel their firm is upskilling, despite the fact that 87 per cent of organizations are aware of or will experience a skills gap in the upcoming years. One of the most important ways for HR to impact their organization is by bridging the skill gap. But to do this efficiently, initiative and a creative reinterpretation of traditional teaching methods are needed.

The world will observe a greater emphasis on more strategic learning–the development of skills that are aligned with the capabilities that the organization requires to be competitive. This includes both hard and soft skills, such as communication, time management, and analytical and critical thinking abilities. The usual training approaches need to be reinvented in order to incorporate learning things into the flow of work. More microlearning, micro mentoring, performance coaching, and learning while working will be seen.

Now is the time when HR should grab all the opportunities and redefine the value proposition of the function as a business leader and creator of competitive people skills. Driving strategic impact through people is HR's fundamental strength.