The COVID-19 pandemic has preceded and quickened one of the most significant workplace transformations that we have seen in our lifetime. In these unstable times, businesses are reviving their sense of purpose, innovating speedily and becoming closer to the consumer communities. Mastering profound and meaningful human connections with patrons, consumers, and employees have become even more valuable and critical to corporate leaders.
Organizations that finance and invest in trust-building and expressive connect now want to secure the trustworthiness, loyalty and ethical commitment of their employees in the long-run.
With companies moving to work-from-home culture, there has been a structural shift in how we run our lives and continue to carry out businesses. Powered by smart technologies, and mobile supercomputing, we are now seeing companies innovating promptly to cope with the ambiguities that lie ahead.
Actualizing the necessity for emotional support, discovering distinctive ways to connect with employees via cybernetic or virtual mediums rather than physical or team-based approach has earned more significance during the times of COVID-19
Whether an organization has implemented a shared HR services model or not, expanding the role beyond the existing capability may seem like an unexpected challenge. Nonetheless, this challenge can be tackled using these three overt strategies:
Deploying innovative Human Resource Information Systems for operational plans
Employing advanced technologies, mediums, and software such as:
HR Payroll Software
Human Resource Management Information System
Tactically outsourcing functions of human resource management such as payroll processing, or onboarding.
Future human resource management needs to take accountability for managing overall HR inquiries, transactional processes, and managerial resources. While doing so, driving talent appreciation, recruitment progress, and increased competence across the organization is also imperative.
Besides, delivering relevant HR solutions to support the swift implementation of business communications also needs to be considered.
With policies to stagger the physical presence of employees onsite, fewer people in one enclosed space may not mean fewer issues with human resource management. Instead, it necessitates the usage of innovative methodologies to retain essential connect within the interdisciplinary teams of a business. Here’s how you can re-think human resource management to adapt and evolve during the global pandemic:
Impact On Employment Practices
The outbreak of Coronavirus has led to a demonstrable impact on the hiring and recruitment process. Efficient utilization of applicant tracking systems with online application processes and virtual interviews are some recent shifts seen in the recruitment strategies that are being adopted by businesses.
Diversified Resource Chain Of Consultants, Vendors And Third-Parties
The current disruption has compelled several small and medium companies to reduce their operations or temporarily shut down their stores due to cash flow and liquidity crunch. In this situation, planning business continuity has adopted an entirely new practice with regards to expanding their third-party ecosystems, including:
Background screening service providers
While doing so, businesses need to critically consider the status of the partner’s financial wellbeing and their capability to navigate through problems with improved automated and digital resolutions. The availability of third- party service partners to support customer business requirements with minimum disruptions may achieve prominence.
Impact On Employee Background Inspection
As the situation progresses, we anticipate seeing reprioritization of operational and human risks as businesses come to terms with administering scattered workforces. Across all industries, there is an intensified risk concerning increased levels of fraud, including cyber scams, criminal endeavours and warehouse thefts. All of this is in a bid to take advantage of the vulnerabilities that have arisen due to COVID-19 pandemic. Over the next few months, such incidents will be more apparent.
The risk of internal fraud will possibly rise due to remote working and consequent reduced supervision and challenges. With the surge in off-site operation, functioning and accessibility becoming the new normal, there would be a greater emphasis on transactions such as cheques that have the docility to be sourced electronically or via vigorous company databases.
A mentality change is already in place, and it provides credibility to the idea that now digitized verification and assessments will be more acceptable over physical inspections such as an address or a law enforcement clearance check. This would be directed not just with the availability of digitized data but also with the service partner’s competence to navigate and obtain credible information that will be available on the public domain through dedicated automated searches.
The flip side is that with new digitized work domains, there is a heightened requirement to confirm the protection of personally identifiable data.
Presuming that we may be in this indefinable situation for the long haul and the impacts may be sustaining, organizations will necessitate long-term adjustments to alter working practices and ethos. While there will definitely be further regulatory guidance in several industry areas, businesses will need to be proactive in evaluating and addressing the new evolving risks and shifting priorities.
Previously, HR services have been hesitant to promote appropriate monitoring and analytical capabilities for human resource management. The reporting, administration and analytical functions have usually focused more on secretarial, marketing, and business operations.
With the sudden shift, HR services and applications including Human Resource Information Systems, HR Management Systems, HR Payroll Software, Human Resource Management Information Systems have now secured a space in the digitized working landscape. Some reasons for this change in human resource management’s functions are:
Focus on employee satisfaction and retention
Emergence of Human resource management as a strategic function
Increased Dependability on employee retention policies
For attaining the counteractive human resource management framework, HR services will have to make significant headway and advancements for the following:
To develop long-term talent management programs
Expedite mergers, acquisitions, purchases and divestitures while increasing efficacy
Increase management’s ability to concentrate on the core operational business functions
How TRC’s Human Resource Management Can Help Your Business?
At TRC Corporate Consulting, we believe that the future of emergent business models demands a new approach for human resource management— one that supports the objectives of the organization at large. Outsourcing your organization’s human resource management functions is sure to bring immeasurable value to your organization.
When you partner with TRC, you receive expert support and guidance for implementing the best of innovative HR practices all across your organization. We also offer tailor-made solutions for business advisory and workforce outsourcing processes. Whether it is payroll management, contract staffing, or outsourcing services – TRC can support all your human resource management ventures, enabling your business to reap benefits of optimal performance and cost-savings. Contact us today!