Many organizations responded to the pandemic’s economic impact by reducing their contractor budgets, but there has since been a shift. Jeff is a senior consulting partner and is a recognized global advisor and thought leader in the future of work. Throughout her 20+ year career, Erica has worked with some of the world’s leading organizations and is a frequent speaker on how market trends are impacting the HR organization and profession as a whole. Where feasible, look for opportunities to arrange talent-sharing partnerships with other organizations to relocate employees displaced from their jobs by COVID-19. New possibilities: As they stage the return to work, organizations should take advantage of the power of technology to collect workforce insights by pulling together the key questions that they need to be asking to gain the real-time workforce insights they need. Organizations should evolve their thinking about technology from taking a purely substitution view (replacing humans with technology) to using technology as an augmentation or collaboration strategy. The imperative for HR leaders is to evaluate the impact each trend will have on their organization’s operations and strategic goals, identify which require immediate action and assess to what degree these trends change pre-COVID-19 strategic goals and plans. The COVID-19 shift: COVID-19 put the need for and ease of access to insightful and future-oriented workforce data in the spotlight. Organizations, despite many staring down the barrel of layoffs, furloughs, and shutdowns, took fast action to protect their workers’ health and safety, establish essential services, and deploy workforce strategies to support workers in real time. Enable business units to customize performance management, because what one part of the enterprise needs might not work elsewhere. In today’s world of constant disruption, those issues include everything from navigating the future of work to enabling the digital organization—all centered around how to optimize the intersection of the workforce and business performance. Within Deloitte, she has served as a member of Deloitte Consulting’s Management Committee and Board of Directors. While some companies track productivity, others monitor employee engagement and well-being to better understand employee experience. He has been a consulting partner for 25 years and he has extensive experience in workforce and workplace transformation, work redesign, and human capital issues in global and growth markets. But while moments of crisis can lead to heroic and unprecedented actions, the sustainability of those actions is where the true path towards recovery will begin. View in article, Josephine Moulds, “Gig workers among the hardest hit by coronavirus pandemic,” World Economic Forum, April 21, 2020. The risk is more than that of falling behind—it’s the possibility of never catching up at all. Consider whether and how to shift performance goal-setting and employee evaluations for a remote context. To build the workforce you’ll need post-pandemic, focus less on roles — which group unrelated skills — than on the skills needed to drive the organization’s competitive advantage and the workflows that fuel that advantage. It also serves as a window into what can happen if the intersection of humanity and technology and the opportunity to operate as a true social enterprise are not fully embraced. While initially thought to be a virus that only affected the elderly, people soon learned that others were not invulnerable. As the pandemic resets major work trends, HR leaders need to rethink workforce and employee planning, management, performance and experience strategies. A former steward of the learning and development research practice for Deloitte, David developed the team's work in continuous learning and learning cultures. During the COVID-19 pandemic, organizations have experienced a burst of acceleration, fast-forwarding into the future of work in ways that stress-tested their ability to blend people and technology in the most dynamic business environment many of us have ever seen. View in article, Ryan Tumility, “Trudeau announces wage top-ups for front-line workers, but details unclear,” May 7, 2020. 3 Trends in the Gartner Hype Cycle for Human Capital Management, 2020, How Recruiters Identify, Find and Appeal to New Quality Hires, Gartner Top 3 Priorities for HR Leaders in 2021, 3 Ways to Build Diversity on the Leadership Bench. She has a Bachelor of Science in Industrial & Labor Relations from Cornell University. View in article. That path must be paved not only with good intentions, but with meaningful change. In each chapter, we show how organizations that embrace a new set of attributes anchored in purpose, potential, and perspective can create lasting value for themselves, their workforce, and society at large. The social enterprise, as defined in our 2018 Global human capital trends report, embodies a “new social contract” that proposes a more human-centered rewiring of the relationships between the individual and the organization and the organization and society.3 Since 2018, we have seen the speed and scale of change continue to accelerate, with technological advances bringing bigger and bolder changes in shorter windows of time. He has authored and contributed to more than 40 articles for the Wall Street Journal, the Deloitte Review, the MIT Sloan Management Review, the Rotman Management Review (at the University of Toronto), and Wired Magazine. Address inequities if remote and on-site employees have been treated differently. It will take some time before we see some revival in exports. After the global financial crisis, global M&A activity accelerated, and many companies were nationalized to avoid failure. Engage task workers in team culture and create a culture of inclusiveness. The COVID-19 shift: COVID-19 put well-being front and center for organizations as physical, mental, and financial security became paramount. Read more: Do’s and Don’ts of Using Employee Data. Please see www.deloitte.com/about to learn more about our global network of member firms. Embracing purpose, potential, perspective, and possibility during COVID-19, Remaining human in a technology-driven world, Embracing possibility: Returning to work in the future of work, New possibilities arising from the COVID-19 crisis.
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