The main shifts seem to have been the development of hybrid ways of working, a big focus on wellbeing with underlying themes around the organisation’s purpose and how HR drives employee experience to ensure that the future is sustainable post-pandemic.

Employee mobility and a shift in the hiring process

According to McKinsey Global survey, CEOs are facing some tough operational challenges, including difficulty in finding talent. To succeed in a tough labour market, companies are increasing starting salaries, offering more long-term incentives and benefits, and paying sign-on bonuses, even for less-senior hires. There are also opportunities to attract talent by making roles virtual and opening them up to candidates from other cities or even other countries.

Organisations that match candidate expectations with regards to both the hiring experience and approach to flexible working are likely to have a hiring advantage over those who don’t. By offering video tours of the office and encouraging colleagues to reach out and welcome employees will help them become embedded in the company culture and feel part of the team.

Talent leaders will need to be creative about talent acquisition and talent management strategies to secure niche, in-demand skills that the business may need to succeed. Shifting requirements away from traditional qualification requirements will allow organisations to tap into previously underrepresented talent. Moving forward, how quickly a person can learn and how agile they are to meet the evolving needs of the organisation will be key, not where they studied, for instance.

Building evolving capabilities

Facing a talent shortage means organisations will also need to place increased focus on internal mobility, reskilling and upskilling existing employees to prevent attrition as well as fill niche roles. HR should be a strategic partner for the business in this regard, by ensuring that the right talent is in place to deliver on core company objectives.

HR can also drive workforce planning by reviewing how disruptive trends will affect employees, identifying future core capabilities, and assessing how supply and demand apply to future skills gaps.

To achieve their reskilling goals, some organisations are reviewing their training, development, coaching, and mentorship programs and creating more on-the-job learning experiences, while others are investing in new technologies to help advance careers. Moving forward, the organisation will require an agile approach that’s more resilient and can adapt during times of disruption.

The continuous reskilling of the organisation should be part of the DNA as the level of change in skills needed is high, including tactical and technical skills required as well as skills that help with problem-solving and creativity. Creating a learning culture of reskilling and upskilling will require employees to embrace a blended learning journey with traditional learning (courses, training) together with non-traditional methods (coaching, informal social learning opportunities, open learning days, learning networks and nudging techniques).

For further information, including details on the latest HR trends, download our full whitepaper