What is changing?
The pandemic has accelerated concepts that have been well-known to HR Directors since long before we’d even heard the word ‘coronavirus’.
Hybrid working, the remote workforce, accessing trapped-value – all things that have come to the forefront of C-suite agendas as we seek to recalibrate how daily work-life looks in the ‘new normal’.
A recent FT article said that executives should be asking themselves three key questions regarding talent:
- What skillsets and mindsets will be needed to operate, grow and evolve?
- How should we augment sources of talent to meet our needs in the future?
- Where can we access fast, trusted skills and capabilities if critical talent is unable or unwilling to return to the workplace?
In short, the pandemic has tested many companies’ resilience in terms of their operations and access to talent, but it has also provided opportunities to review, reassess and redefine what will be needed in the medium-to-longer term.
How will this impact you?
On a daily basis, organisations are getting employee feedback that they want to work remotely more often. They want the tools and technology to allow them to work in a way that suits their circumstances, and they expect those changes to be delivered in the short-term.
This is reflected in a number of organisations moving to hybrid working models, though some – particularly within capital markets – have clearly stated their desire to return to the more traditional way of doing things as soon as possible.
This poses a question for employers – where will you sit on that scale and how will you communicate that with your teams? Your answer will likely have far-reaching implications in terms of attracting and retaining talent.
It also opens up the opportunity for companies to consider talent hubs, hotspots or hidden talent that was previously out of reach. A clear decision on where you’ll look for talent will be central to your strategy.