HR Emerging Trends
HR Emerging Trends
HR Emerging Trends
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Human resources (HR) is an essential function in any organization as it deals
with the management of people. In recent years, the corporate world has
undergone significant changes due to the emergence of new technologies,
globalization, and changing business environments. Corporate restructuring has
become a crucial process to adapt to these changes, and it involves changes in
organizational structure, culture, and processes to improve efficiency and
competitiveness. This research aims to study the emerging trends in HR
corporate restructuring management.
Organizations have by and large met the challenges of this crisis moment. But
as we move toward imagining a postpandemic era, a management system based
on old rules—a hierarchy that solves for uniformity, bureaucracy, and control—
will no longer be effective. Taking its place should be a model that is more
flexible and responsive, built around four interrelated trends: more connection,
unprecedented automation, lower transaction costs, and demographic shifts.
After the pandemic erupted last year, we spoke with 350 HR leaders about the
role of uncertainty in their function. They told us that over the next two years
they wanted to prioritize initiatives that strengthen their organization’s ability to
drive change in leadership, culture, and employee experience.
How are they doing? In this article, we discuss ways that CHROs can continue
to meet the moment by rethinking processes in three fundamental areas:
identity, agility, and scalability.
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McKinsey has recently conducted research on how businesses can best organize
for the future. The experimentation underway suggests that future-ready
companies share three characteristics: they know what they are and what they
stand for; they operate with a fixation on speed and simplicity; and they grow
by scaling up their ability to learn and innovate.
Companies that execute with purpose have greater odds of creating significant
long-term value generation, which can lead to stronger financial performance,
increased employee engagement, and higher customer trust.
What is your company’s core reason for being, and where can you have a
unique, positive impact on society? Now more than ever, you need good
answers to those questions—purpose is not a choice but a necessity.
CHROs play a vital role in making sure the organization is living its purpose
and values. HR can articulate and role-model desired individual mindsets and
behaviors linked to purpose by identifying “moments that matter” in the
company’s culture and translating purpose into a set of leadership and employee
norms and behaviors.
HR can also ensure that clear changes are made to recruitment and capability-
building processes by determining the characteristics of a “purpose driven”
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employee and embedding these attributes within recruitment, development, and
succession planning.
Organizations that can reallocate talent in step with their strategic plans
are more than twice as likely to outperform their peers. To link talent to value,
the best talent should be shifted into critical value-driving roles. That means
moving away from a traditional approach, in which critical roles and talent are
interchangeable and based on hierarchy.
Getting the best people into the most important roles requires a disciplined look
at where the organization really creates value and how top talent contributes.
Consider Tesla’s effort to create a culture of fast-moving innovation, or Apple’s
obsessive focus on user experience. These cultural priorities are at the core of
these companies’ value agendas. The roles needed to turn such priorities into
value are often related to R&D and filled with talented, creative people.
Companies know that a better employee experience means a better bottom line.
Successful organizations work together with their people to create personalized,
authentic, and motivating experiences that tap into purpose to strengthen
individual, team, and company performance.
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times more likely to report organizational outperformance, McKinsey research
has shown. This has become even more important throughout the pandemic, as
organizations work to build team morale and positive mindsets.
Culture change should be business-led, with clear and highly visible leadership
from the top, and execution should be rigorous and consistent. Companies are
more than five times more likely to have a successful transformation when
leaders have role-modeled the behavior changes they were asking their
employees to make.
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Adopt new organizational models
Because many roles are becoming disaggregated and fluid, work will
increasingly be defined in terms of skills. The accelerating pace of technological
change is widening skill gaps, making them more common and more quick to
develop. To survive and deliver on their strategic objectives, all organizations
will need to reskill and upskill significant portions of their workforce over the
next ten years.
In a more recent survey McKinsey conducted with global executives about the
postpandemic workforce, more than a third of respondents said that their
organizations were unprepared to address the skill gaps exacerbated by
automation and digitization. The shift to digitization has accelerated during the
pandemic: 85 percent of companies have picked up the pace of their digitization
(including a 48 percent rise in the digitization of customer channels). In light of
these trends and the need to shift skills, there is a clear business rationale behind
workforce strategy and planning.
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 affect employees,
identifying future core capabilities, and assessing how supply and demand apply
to future skills gaps.
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Moving to a skills focus also requires innovative sourcing to meet specific
work-activity needs (for example, the gig economy and automation), and
changing which roles companies need to source with traditional full-time-
equivalent positions and which can be done by temporary workers or
contractors. In the survey with global executives, about 70 percent said that two
years from now they expect to use more temporary workers and contractors than
they did before the COVID-19 crisis.
During the pandemic, we’ve seen how organizations have come together to
utilize talent with transferable skills. For instance, McKinsey has
supported Talent Exchange, a platform that uses artificial intelligence to help
workers displaced by the crisis.
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Literature Review
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According to a study by Ashkenas et al. (2018), corporate restructuring can
have a significant impact on an organization's HR function. The study revealed
that corporate restructuring can result in the downsizing of the HR function,
leading to the adoption of new technologies such as HR analytics and
automation.
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1. A focus on total wellbeing
There’s a silent crisis happening in organizations. According to the American
Psychological Association (APA), nearly 3 in 5 employees reported negative
impacts of work-related stress in the wake of the pandemic. 87% of
Americans feel anxious about inflation, and 7 in 10 employees are worried that
their compensation hasn’t kept up with the changes in purchasing power.
HR has arguably been impacted too. The function played a leading role during
the pandemic, which has taken its toll. Research by Workvivo reported that a
staggering 98% of HR professionals report feeling burned out at some point in
the past six months.
Our first HR trend for 2023 is that organizations will take more responsibility
for this looming burnout crisis among employees across the business. First,
because it is the right thing to do, and second, because it poses a threat to the
continuity of the organization.
The first step will be for HR to overcome its own burnout crisis. Although this
may go against the nature of Human Resources, which must focus on helping
others, HR professionals should put on their own oxygen masks first.
Otherwise, the department will not be able to help the rest of the organization.
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All in all, in 2023, HR will focus on different aspects of wellbeing, starting with
its own.
In the United States alone, 16% of Americans have earned money through gig
platforms. According to ADP, in about 40% of companies, one in four workers
is a gig worker. This means that a big part of the total workforce goes
unmanaged, and HR is missing out on an opportunity to make an impact.
We believe that 2023 is the year where HR will begin to manage the complex
workforce ecosystem beyond permanent employees. This has three
implications.
Uber is the largest taxi company without drivers, Airbnb is the largest hotel
chain without properties, while platforms like YouTube, Netflix, and TikTok
outsource most of their content creation. These companies are highly dependent
on their contributors. There is a role for HR to play in making these contributors
part of their people practices.
And third, HR should share best practices with supply chain partners, vendors,
and service providers.
The (post-)pandemic era has shown the importance of value chains from a
production perspective and a reputational standpoint. For instance, Rihanna’s
fashion label Fenty Beauty was accused of using child labor in its supply chain.
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HR may not drive partnering decisions, but it has a unique opportunity to
strengthen best people practices throughout the supply chain.
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Image based on Orchestrating Workforce Ecosystems report by Mit Sloan and
Deloitte.
3. Redefining remote and hybrid work strategies
Work has changed in the course of the pandemic. According to McKinsey, the
pandemic has sped up digital transformation in organizations by three to four
years. And workers have adapted accordingly. For instance, LinkedIn
data shows that remote jobs, which make up around 20% of all jobs on
LinkedIn, received over 50% of all job applications!
This illustrates that resistance to some degree of flexible working will put
businesses at a competitive disadvantage. Not all organizations have realized
this, and they continue to hold onto outdated strategies that previously made
sense. For instance, 95% of executives believe that employees need to be in the
office to maintain company culture. Also, a Nature Human Behaviour
study found that the collaboration of Microsoft employees dropped by 25% and
became more siloed in a remote setting compared to pre-pandemic levels.
Despite this, 64% of employees would consider quitting if they were expected
to return to the office full-time. Hybrid working has become a part of modern
work culture, and we believe companies like Goldman Sachs and leaders
like Elon Musk are fighting a losing battle.
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their organization to make decisions, even if they are temporary, as
organizations explore different workplace strategies.
Next, HR will reinvent the role of the office. Clear working policies will impact
office planning and utilization. This will lead to better-designed workspaces,
flexible spaces to combat potential loneliness at home, and workspace
allowances to upgrade home facilities.
Last but not least, HR itself will become more hybrid and explore remote work.
There is a leading role for HR to play when it comes to enabling better
outcomes with remote working, and we expect to see much more of this
occurring in 2023.
During times of crisis, like the COVID-19 pandemic, the initial days of the war
in Ukraine, and rising inflation, the board looked to the CHRO to lead and
respond. As a result, HR has been in the spotlight since early 2020. In most
organizations, the CHRO has led discussions in board meetings when it comes
to policies, business continuity, and employee safety and productivity.
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With these factors combined, we expect that 2023 will be the year in which the
CHRO solidifies its position as an irreplaceable part of the board and a key
advisor to the CEO.
There’s also potential to use the metaverse for workplace learning and
training. Meta is investing $150 million in creating an immersive learning
ecosystem that will make learning more accessible through the metaverse.
The few organizations that have started to leverage the potential of the
metaverse will have a more modern employer brand, more engaging
interactions with remote candidates, and can even drive productivity for the
organization.
HR plays a crucial role in helping the organization figure out how to use the
technology best. They will need to develop new hybrid working policies to
ensure healthy metaverse working practices and teach leaders how to lead in
this new environment. The golden rule should always be: Don’t do anything in
the digital world that you wouldn’t do in a physical workplace.
Despite the hype, we want to stress that the metaverse is a means to an end. It
should drive business performance and employee experience and shouldn’t
distract from the core business.
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6. Creating purpose-driven organizations
2023 is also the year in which HR will focus on creating purpose-driven
organizations.
One of the fundamental shifts we’ve seen in the past couple of years is the
importance of purpose in today’s organizations. This is the result of 4 driving
forces:
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Changing psychological contract. The anti-work movement in the US, quiet
quitting, and the lying flat movement in China show changed work
expectations.
These forces show that meaning is becoming a key differentiator for
organizations to help to retain and attract talent. A clear purpose will also help
engage existing talent, increase productivity, and fill the $8.5 trillion gap that
the talent shortage is expected to cost in 2030.
The key here is authenticity. For example, Unilever received criticism for
giving its Hellmann’s Mayonnaise the purpose of “fighting against food waste”,
using the hashtag #maketastenotwaste, with critics finding it ludicrous for a
company to define a purpose for this type of product.
When done well, HR will be able to engage both younger and more experienced
workers by offering a purpose-driven workplace, making this one of the key HR
trends for 2023.
We expect that one of the pivotal HR trends of 2023 will be HR stepping up its
game in building more inclusive HR practices.
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DEIB also offers an opportunity to connect the organization’s purpose with
diversity initiatives. This makes business sense – but is also the right thing to
do.
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8. Upskilling leaders and managers
During the Great Resignation, many high performers were promoted to
managerial positions in an attempt to retain them. At the same time, several
organizations have been willing to take a shot at hiring less experienced
candidates for managerial positions due to the talent shortage.
This means that today’s leadership pipeline is filled with new candidates that
have little to no managerial experience. Developing the next generation of
leaders is a top challenge for 55% of CEOs. And for a good reason.
Organizations providing high-quality development experiences are 1.5 times
more likely to have high leader engagement and retention rates. Additionally,
they are twice as likely to be voted as the best places to work. However, only
11% of companies have a strong leadership bench.
There are also other challenges to navigate, like leading remote teams,
managing hybrid work, and changing expectations of leaders who must now
personify the company purpose, lead with a human-centric approach, and work
together with additional stakeholders in and outside the organization.
This is where HR plays a pivotal role. One of the major trends in Human
Resources we see for 2023 is HR’s investment in upskilling leaders. HR
practitioners will clearly identify and communicate leadership expectations.
What does the organization expect from leaders? How does this translate into
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practical behaviors? And how do we help leaders become self-aware of the
impact that their behaviors have on those around them?
HR will also help build soft skills, including empathy and active listening
amongst its leadership population, as employees look to their leaders as
a trusted source of information.
At the same time, the pandemic emphasized the difference between what was
traditionally office work (working comfortably from home) and deskless work
(showing up every day). Oliver Wyman Forum says that about 1 in twelve
deskless workers have already made the switch to a different type of work.
Another 37% could leave within the next six months, according to BCG.
This is not necessarily bad for those who remain. They may press for better
salaries in a demand-driven market. However, it sends a wake-up call for
organizations that are already struggling to retain and attract talent.
There’s good news as well. The vast majority of deskless workers (97%) report
that they would stay in their current roles if their conditions improved. Such
conditions go beyond a pay rise, meaning that HR needs to offer deskless
workers the same opportunities as their deskbound counterparts.
Subsequently, our 9th HR trend for 2023 is that HR will drastically increase
investment in its deskless workers. This includes:
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career opportunities and promotions,
better compensation,
and improved working conditions like flexibility and work-life balance.
In the end, whether you’re a deskless worker or a desk-bound employee, you
just want to have a good time at work. That doesn’t mean that work should be
easy – but at the very least, companies should be doing their best to improve
working conditions. Creating a great place to work for deskless workers will be
HR’s major focus in 2023.
According to the research firm IDC, 80% of global 2,000 companies will use
algorithmic managers for hiring, firing, and training workers by 2024. This is
already taking place in the gig economy. Also, 40% of the HR functions within
international companies have incorporated AI applications, which help grow the
candidate pool, enable faster hiring, and improve engagement and retention.
These algorithms will be able to complement the manager and act like a
sounding board. They will have access to much more information than
managers do at the moment, providing input for complex decisions.
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11. Reshaping workplace learning
2023 is also the year in which HR will reinvent employee development
strategies and bring learning into day-to-day work.
Amid the Great Resignation and the Great Reshuffle, lack of career
development and advancement is the top reason for quitting a job, according to
a McKinsey report. And while 87% of organizations know they have a skills
gap or will have one within the next few years, only 40% of employees say their
company is upskilling.
Closing the skill gap is one of the critical ways for HR to make a difference in
their organization. However, doing this well requires initiative and reinvention
of old learning approaches.
In 2023, we will see a focus on more strategic learning – the training of skills
aligned with the capabilities the organization needs to be competitive. This can
include hard skills, which are more technical, and soft skills, like
communication, time management, and analytical and critical thinking skills.
By 2020, the bulk of routine transactional tasks will have been automated.
Robotics and artificial intelligence (AI) will also have taken on an increasing
number of high value functions in areas such as trading, underwriting and
financial advice. The challenge isn’t just ensuring you have the right systems in
place, but judging what role your people will play as they’re increasingly
required to work alongside AI. Realising the potential requires a rethink of job
roles, accountabilities, skills and mind-set.
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Engaging with talent you need to succeed
The expectations of your workforce, and the people you need to attract, keep
changing. Seeking to attract, motivate and retain people through an employee
value proposition built solely around financial reward is no longer sustainable.
People want to work for organisations that inspire trust and reflect their values.
The businesses out in front are aligning what they stand for as an organisation
with changing stakeholder expectations in key areas including diversity, agility,
ways of working and delivering value to society.
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The state of employee well-being programs in organizations
LAS VEGAS — Newly released findings from the 2020 Society for Human
Resource Management (SHRM) Benefits Survey, delayed due to the COVID-19
pandemic, show that employers enhanced a range of offerings to support
employees' physical and emotional health, even as organizations dealt with
uncertain revenues last year.
The findings in the 2020 Employee Benefits report, released Sept. 11 at the
SHRM Annual Conference & Expo 2021 in Las Vegas and virtually, reflect the
responses of 2,504 HR professionals across the U.S., collected Sept. 28, 2020,
through Nov. 10, 2020. Supplemental data was collected from May 17, 2021,
through June 28, 2021. Respondents were asked to provide answers on what
employee benefits their organization offered during plan year 2020. Overall
findings are charted here.
The COVID-19 pandemic caused many employers to revisit and revise their
employee benefits last year, as highlighted below.
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work, caring for family members, or protecting their physical and mental
health," said Alex Alonso, SHRM-SCP, SHRM's chief knowledge officer.
Accordingly, he added, "benefits that address such challenges were the ones
more likely to have been expanded, with employers demonstrating ingenuity in
their approach to serve others."
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Retirement – 55 percent.
Family-Friendly Benefits
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Other family leave benefits:
"Companies are being more mindful of how employee experience and flexibility
can be successfully integrated into their policies and culture," said Michele
Floriani, chief marketing officer at Sequoia Consulting Group. "Clients are
telling us, as they come out of the most challenging year in a generation, that
changes initially brought on by temporary necessity now make for good
permanent solutions."
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Health Care
The most prevalent health plan types offered in 2020, the survey found, were:
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Among consumer-driven health accounts, HSAs—which are owned by
employees and funded by both employees and employers—saw a slight uptick
last year but are still less prevalent than use-it-or-lose-it flexible spending
accounts (FSAs), which declined slightly.
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A small decrease last year among employers contributing to employees' HSAs
was likely a pandemic-related cost-saving measure, and the long-term trend of
more employers funding HSAs is likely to resume, benefits specialists say.
Wellness
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Financial Wellness and Education Assistance
Financial wellness benefits saw cutbacks last year, with less than one-quarter of
organizations (24 percent) providing financial education that was not about
retirement—a 13-point reduction since 2019. Similarly, just 17 percent offered
employer-sponsored credit counseling services, down from 19 percent the
previous year.
The percentage of organizations offering undergraduate or graduate tuition
assistance—47 percent in 2020—was down 9 points since 2019, "likely caused
by their tight finances, concern about the quality of higher education being
provided during the pandemic and reduced employee demand," the report said.
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The Setting Every Community Up for Retirement Enhancement (SECURE)
Act, signed into law at the end of 2019, allowed employees to use tax-
advantaged 529 accounts for qualified student loan repayments—up to $10,000
annually. Nevertheless, just 10 percent of organizations offer their workers
access to these savings plans, down 1 point since 2019. Just 1 in 100 employers
contributed to these plans in 2020.
As part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act,
employer contributions toward employee student loans—up to $5,250 per
employee annually—became nontaxable for both federal and state purposes
through 2020. The Consolidated Appropriations Act, 2021, extended this relief
through 2025.
Still, the percentage of employers offering student loan repayment benefits
remained at the same low level as 2019 (8 percent).
"SHRM anticipates a ramping up of employers offering this benefit as the
pandemic relief legislation allows employer-provided student loan repayment as
a tax-free benefit to employees," at least through 2025, the report stated.
"Education benefits are ripe for expansion, as employers could see real
advantages in talent acquisition and retention by being early adopters of these
relatively rare but popular offerings."
"SHRM has long championed policies that allow employers to offer education
assistance programs relevant to the modern workforce," said James Redstone,
director of public policy at SHRM. "Greater certainty regarding the tax
treatment of education assistance is an important step in expanding the
availability of such benefits."
According to Amit Ahluwalia, national employee benefits practice leader at
Lumity, a benefits technology and advisory firm, "COVID-19 has increased
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financial, physical and emotional stress for many employees, and employers are
tuned in to this as they consider their benefits strategy." For 2022 benefits, she
added, "financial wellness is front and center."
Retirement
Companies must find creative ways to attract and retain employees in the
rapidly changing job market. Companies must have a workers’ management
system in place to ensure that they can identify and nurture the right talent.
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The first step towards finding and retaining talent is to create an effective
recruitment process. Companies must create a system that enables them to
source, evaluate and select the best candidates for their open positions.
Companies should also invest in technology such as global HRMS, which can
help streamline the recruitment process and make it more efficient.
Once you identify the right talent and complete the recruitment process, you
must focus on retaining the best employees. You can try following these
strategies to retain your best talents:
Companies should also create a system that allows them to track and measure
employee performance and provide feedback on a regular basis.
Companies must be proactive in finding and retaining the best talent. They
must invest in technology and create an efficient and effective recruitment
process. Companies must also keep track of employee performance and provide
feedback regularly. Companies can find and retain the best talent by doing all
these things.
First, let us understand what an agile workforce is and why it is important for
companies to develop it.
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An agile workforce refers to a group of employees who are flexible, adaptable,
and able to respond to changes in the business environment quickly. In an agile
workforce, employees can pivot their skills and priorities to meet the
organization’s changing needs.
Improved customer satisfaction: An agile workforce is better able to meet the changing
needs of customers, which can lead to improved customer satisfaction and loyalty.
Greater employee engagement: An agile workforce requires employees to be more engaged
in their work, as they are required to learn new skills and adapt to changing circumstances
constantly. It can lead to greater job satisfaction and retention.
Enhanced innovation: An agile workforce encourages experimentation and innovation, as
employees are encouraged to develop new ideas and solutions to problems.
The world has changed significantly in the last decade, and the pace of change
will likely accelerate in the future. One of the biggest challenges of managing
people in a dynamic business environment is finding ways to respond quickly to
customer needs, ever-changing technology, and competitors. Technology is
changing the way we work, and HRM is no exception. The challenge for HR
professionals is keeping up with the latest technology trends and adopting new
tools and systems to help streamline the Human resource management
system.
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One way to overcome this challenge is to invest in automation and technology.
HR teams should invest in digital transformation initiatives that automate HR
processes like onboarding, payroll management, benefits administration,
and performance management. HR professionals should also stay up-to-date
with emerging technologies, such as AI and machine learning, and leverage
them to improve HR operations.
While automation and technology are not magic wands that can solve all
problems, they can be helpful in many situations. Automation is a great help to
companies in managing repetitive activities, while technology is needed to
streamline and automate business processes for increasing customer
satisfaction. It can also be used to replace activities that require people.
Diversity, Equity, and Inclusion (DEI) are critical components for creating a
positive and inclusive workplace culture where all employees can thrive. Here
are some ways companies can overcome the challenges of DEI:
1. Start with a clear and comprehensive DEI policy: Develop a clear policy that outlines the
company’s commitment to DEI, including its goals and strategies for achieving them. Ensure
the policy is communicated clearly to all employees and stakeholders and regularly reviewed
and updated as necessary.
2. Create a diverse and inclusive hiring process: Ensure your recruitment process is fair and
inclusive and reaches a diverse pool of candidates. Use objective criteria for selection, such
as skills and experience, rather than relying on unconscious bias. Consider using blind
resumes and diverse interview panels to eliminate any bias in the selection process.
3. Foster a culture of inclusion: Establish a culture where all employees feel valued and
respected. Encourage open communication, and provide training and resources to help
employees understand and appreciate each other’s differences. Promote diversity at all levels
of the organization, including in leadership positions.
1. Offer training and development opportunities: Companies can offer training on unconscious
bias, cultural awareness, and inclusive leadership to their employees and the management
team.
2. Hold leaders and managers accountable: Holding leaders and managers accountable for
creating an inclusive culture and promoting DEI will be a great strategy. It includes setting
clear expectations, providing support and resources, and measuring progress toward DEI
goals.
3. Monitor progress and adjust strategies: Regularly monitor progress towards DEI goals, and
adjust strategies as necessary. Collect and analyze data on diversity metrics, such as
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employee demographics, hiring and promotion rates, and employee satisfaction surveys. Use
this data to identify areas of improvement and develop targeted strategies for addressing
them.
That is why organizations are now prioritizing employees’ mental and physical
health.
When employees feel valued, supported, and engaged, they are more likely to
perform at a high level and contribute to the organization’s growth and success.
On the other hand, when employees are stressed, burned out, or disengaged,
their productivity and performance suffer, leading to decreased organizational
performance.
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Promoting work-life balance by providing flexible work schedules, offering telecommuting
options, and encouraging employees to take time off when needed.
Encouraging healthy habits and providing employees access to wellness programs, resources,
and benefits.
Addressing mental health and providing employee assistance programs and counseling
services to address mental health issues in the workplace.
They should also implement strong data privacy policies and procedures to
protect employee data and ensure employees know their rights and
responsibilities. Utilizing technology like payroll software for compliance will
also be a great help.
HR professionals should stay up-to-date with the latest laws and regulations and
ensure that their organizations comply.
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By taking these steps, HRM can help ensure compliance with laws and
regulations and
A final word
We see 2023 as a year of immense opportunity for HR. However, there are a
number of challenges to overcome.
Third, businesses must accept that we are on the cusp of entering a new era: a
human-first era that sees organizations not just as structures for maximizing
profit and effectiveness but also as drivers of meaning for empowered, engaged,
and diverse workforces.
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It is time for HR to step up to the plate, capture the opportunities that 2023
brings, and reposition the function’s value proposition as a leader of the
business and a builder of competitive people capabilities. That is the true power
of HR: driving strategic impact through people.
Literature Review:
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Research Methodology
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This research will adopt a mixed-method approach. The study will begin
with a systematic review of relevant literature on emerging trends in HR
corporate restructuring management. The literature review will involve an
analysis of peer-reviewed articles, books, and reports from reputable sources.
The review will provide a comprehensive understanding of the research area
and identify gaps in the existing literature.
The second phase of the study will involve a quantitative survey. The survey
will be distributed to HR managers and executives from different organizations.
The survey will aim to understand the current state of HR corporate
restructuring management and the emerging trends in the field. The survey will
also investigate the challenges faced by organizations in implementing these
trends and the benefits of adopting them.
The third phase of the study will involve qualitative interviews with HR
managers and executives from selected organizations. The interviews will aim
to provide an in-depth understanding of the emerging trends in HR corporate
restructuring management and the challenges faced by organizations in
implementing them. The interviews will also provide insights into the benefits
of adopting these trends.
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Labour productivity improvements will drive initial GDP gains as firms
seek to "augment" the productivity of their labour force with AI
technologies and to automate some tasks and roles.
Our research also shows that 45% of total economic gains by 2030 will
come from product enhancements, stimulating consumer demand. This
is because AI will drive greater product variety, with increased
personalisation, attractiveness and affordability over time.
The greatest economic gains from AI will be in China (26% boost to GDP
in 2030) and North America (14.5% boost), equivalent to a total of $10.7
trillion and accounting for almost 70% of the global economic impact.
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Conclusion:
The study aims to provide insights into the emerging trends in HR corporate
restructuring management. The research will investigate the adoption of digital
technologies, employee well-being, and other trends in the field. The study will
provide valuable insights for HR managers and executives to understand the
current state of HR corporate restructuring management and the benefits and
challenges of adopting emerging trends.
The conclusion of the study state that the emerging trends in hr corporate
restructuring management is that the productivity of employees has been
increased and hence increases the profitability of firm and provide a competitive
edge to the organisation.
The ultimate aim behind this topic” Emerging Trends in Human Resource
Management” is to build better human resource management through human
resource outsourcing. This emerging trend executes the best way of human
resource management that makes the organization to run smoothly where the
employees and the organization goal are met.
I. Introduction
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Research studies and evidence supporting emerging trends
III. Methodology
IV. Results
V. Discussion
VI. Conclusion
Some potential figures and data that can be included in the paper are:
Some potential research studies that can be incorporated into the literature review section are:
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