The workforce is changing. The expectations of employees and employers are shifting. New technologies are impacting how we work and live in ways we couldn’t have imagined just a few years ago. That’s why, in 2023 (and beyond), the focus for human resources will be evolving with these changes. Our job is to adapt our organization’s vision for the future into actionable plans that support our employees’ needs and help them achieve their career goals.
Let’s prepare for mutual impact.
Human Resources has been around for over a century and has prioritized different workplace trends since its inception. In the beginning, it was all about protecting employees, but now we are seeing a shift in focus to how businesses can increase efficiencies and profitability through technology.
Most companies have already invested in enterprise-grade data collection, storage and processing systems that enable them to automate many processes (e.g., expense management). However, these same systems are often siloed within each department or business unit and don’t communicate with one another effectively – leading to slow decision making, inefficient allocation of resources/assets/capital and incomplete business intelligence reporting. This makes it difficult for an organization at large level to make informed decisions about its people strategy or overall direction for growth opportunities in order to remain competitive in their respective industries.
Organizations need to shift their focus to accommodate diverse needs across every channel and in every interaction.
To be successful in 2023 and beyond, people leaders will need to rethink how they engage top talent at a more strategic level. This means creating a people-centric culture that places employees at the center of everything from hiring practices to rewards programs. It also means acting quickly to employee feedback—and using it as an opportunity for change rather than as something inconvenient or frustrating. Finally, businesses should focus on talent development, both by providing opportunities for growth within your company and by recognizing when it’s time for career advancement outside of your organization’s walls.
Top performers want purpose — for themselves, their organization and the people they serve.
In the past, employees were motivated by high pay and benefits. Today, they want purpose — for themselves, their organization, and the people they serve. They want to work on projects that are meaningful, where they know how their work contributes to the organization’s success.
This is a shift from the old model of thinking about employee engagement as a one-way street: You give me X dollars per hour or Y days off per year and I’ll show up at your office every day or at least once a week (if not more). The new generation of workers wants something more meaningful than that — whether it’s clear responsibilities or opportunities for growth within an organization that aligns with their values.
The HR function will have to evolve to meet employees’ needs while helping the business meet its goals.
You will need to be more strategic. You’ll have to integrate different employee engagement drivers, such as pay and benefits, work/life balance, development opportunities and career paths into one holistic solution that will help employees be more productive and engaged. To do this effectively, you’ll need to get involved earlier in the process of developing and deploying new products or services for your organization.
You’ll also place a greater emphasis on employee engagement and retention—and it won’t just be about finding ways to retain good talent anymore. You’ll have to focus on helping people succeed in their roles so they remain motivated at their jobs without having an adverse impact on your business’ ability to deliver value. This means providing them with the right toolsets, training opportunities, mentoring support, or coaching when necessary—whatever it takes!
With these changes come opportunity: HR leaders who are willing to invest in training programs that help employees improve their skills can attract top performers who want more challenging work experiences because they know they’re being well-supported by their employer (and its HR department).
To meet the challenges that lie ahead, HR leaders must begin to make drastic changes to how they conduct business. This means more than just getting technology right or ensuring that people have proper training; it also means embracing change as part of everyday life at work and showing employees how they can help drive positive change in their organization. By developing an adaptive mindset, organizations can become more agile and responsive to changing conditions while still achieving their goals — which can ultimately lead to increased productivity and profitability for everyone involved.