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 moving forward.

Trend 1: Team dynamics, relationships, and wellbeing

The past few years have shown us that remote work can get done effectively, however, team dynamics and work relationships as well as mental wellbeing are suffering. A recent Korn Ferry survey shows 55% of professionals believe employee turnover will increase in 2022 and 31% say they would leave their job even if they didn’t have another one lined up.

Moving forward, leaders, supported by HR, will need to be more deliberate about creating opportunities for deeper connections within their organisations, or else risk employees going deeper into silos. HR must help instil a culture of listening, understanding and inspiring employees to feel more connected. And, when organisations do bring their teams together, it must be for meaningful, quality work that adds value so that employees feel that the effort is worth their time and effort.

Encourage just-in-time recognition, engagement via non-work activities, and the ability to disconnect after work. Remote working has made it difficult to create a social life at work, but this is where HR can get creative, from online channels for non-work banter to hosting virtual events. This will help to boost engagement by making every employee feel like they are more than the sum of their productivity outcomes.

Craft policies for stress mitigation such as employee assistance programmes and flexi-work where employees can take a day off for a breather are some of the ways HR can explore to foster wellbeing and resilience. Some organisations have employed wellbeing consultants to help foster a healthier working environment or even offered paid leave to volunteer for organisations that support their local community, while learning skills that will help them grow professionally.

Ultimately, however, wellbeing will need to be integrated or embedded into the design of work itself, which addresses the human need for quality of life when on the job, not just outside of work.

Trend 2: Connecting to the organisation’s purpose and sustainability

Employees and candidates have begun to question their role within the organisation’s purpose. People want to get behind a purpose, something other than profit alone. As such, companies have now realised the importance of employer branding.

The days of ‘a great place to work’ has past, and employees expect specific EVP (employee

value proposition) development. Employers will have to take a deep dive into their culture and decide not only what makes it unique but also the sort of candidates that could thrive there.

Every business is different, and so is every candidate. Some cultures will be ruthless and suit career-driven, determined individuals who want to quickly move up the career ladder. Other cultures will be more nurturing and suit candidates who crave a layer of support to feel comfortable at work.

Candidates have been shown to accept lower salary offers from companies with a strong brand or a strong focus on sustainability. Corporate responsibility is not an altruistic nice to have, but a business imperative. Taking tangible, meaningful action on sustainability has become table stakes for organisations.

And it’s not just employees, but customers that won’t accept a lack of care for society or the environment. As society gravitates towards more sustainable living, the HR function will need to embrace sustainability as part of its people engagement and talent management agendas.

HR plays a vital role in making sure the organisation is living its purpose and values. They can articulate the desired mindsets and behaviours linked to purpose by identifying moments that matter in the company’s culture and translating it into a set of leadership and employee norms and behaviours. HR can also ensure that clear changes are made to recruitment and capability building processes by determining the characteristics required within recruitment, development and even succession planning. Finally, HR can incorporate purpose-driven metrics into compensation and performance decisions, building in sustainability targets across the entire workforce.

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