The challenges facing HR

The world of work is constantly evolving. New technologies, globalisation, international competition, the development of the service economy, the feminisation of the workforce and the rise in the level of qualification of employees, have all played a role in the transformation of work over the last 30 years. Currently, the economic and social consequences of the Covid-19 crisis are accelerating this change. They herald profound paradigm shifts to which companies and employees must quickly adapt.

 

The organisation of work, management practices, interpersonal relationships, jobs and the employees themselves are strongly impacted, according to Aline Scouarnec¹, a professor of management sciences and a specialist in human resources management. Faced with these unprecedented challenges, HR departments are on the front line.

The health crisis and the digital transformation that has already been under way for several years are leading to new ways of working and, in particular, teleworking. HR now has the role of supporting employees so that this new form of organisation is not felt to be dehumanising but, on the contrary, a source of opportunities: increased autonomy, responsibility, and quality of life. HR must also take into account new expectations of employees for whom working conditions and the work/family life balance are important. The relationship to work and its purpose, have been changed drastically by the pandemic. “Employees must, however, be made aware of the major health and safety issues related to teleworking, warns Tatiana Garaventa, HR Business Partner at Swiss Risk & Care. The layout of the workspace, respect for working hours and the right to disconnect are all part of this. For managers, this creates a need for training in order to know how to lead, motivate and manage teams remotely”.

Thanks to the resilience and agility of management team and employees, the climate of trust within companies has increased during the crisis, according to the HR Bench Institute survey on HR Challenges in post-COVID 19 lockdown economic recovery². This trust manifests itself by a willingness to consult employees on a more regular basis in decision-making processes, and even to introduce a participative management style. For HR departments, this requires precise knowledge of the skills and abilities of employees to be able to help them, if necessary, acquire inter-professional and managerial skills. It also requires the vision, mission and values of the company to be clarified. “Unfortunately, participative management is not reflected everywhere, laments Tatiana Garaventa. There are opposite trends such as over control or a lack of follow-up and regular contact with employees”.

“Any technological, managerial or organisational change must correspond with corporate culture, failing which the culture of the firm will have to be adjusted”, the HR Bench Institute warns. It is therefore up to HR departments to ensure that these changes conform to a company’s culture so that they could then be adopted by its employees. The role of HR is now refocused on providing support during the changes and their application to employees. “In relation to directors and managers, the trend for HR is towards greater business partnering and strategic HR advice for better resource management and advance planning”, adds Tatiana Garaventa.

The workload of HR teams is increasing with these new responsibilities. Making the strategic choice to outsource all or part of the administrative work allows HR to focus undisturbed on their core function: managing the company’s men and women.