Future HR Trends

Future HR Trends

The prominence of the role of human resources (HR) for organisations has never been more outstanding than in recent years. In 2022, there are several challenges for which these teams will have to be prepared to face. Although the world is recovering from COVID-19, there are consequences that will remain, such as the trend towards digitalisation of the workplace or the concern for the physical and mental health of the teams. It is expected that there will be a widespread increase in inflation, breaks in supply chains and severe talent shortages, already felt by some sectors of the economy, by the end of 2021.

It is in this scenario that HR will reinforce its central role in supporting the C-level to solve complex organisational challenges that affect the company's strategic vision. In an environment undergoing profound transformation, the pressure will increase for HR teams to deliver more value to the business areas, becoming the ones responsible for driving and leading all cultural and organisational transformations.

Having visibility into key trends in human resource management will enable HR leaders and their teams to design a robust strategic plan to meet the challenges of the future.

Obsession for the internal customer

Traditionally, HR teams have a project shaped work mindset, i.e. the focus of activities is to follow a time plan to achieve a certain solution or outcome which is the goal of the project. HR's growing obsession with the internal customer will make itself felt in the need to transform HR operations into a ‘product’ whose lifecycle is timeless and whose objective is to maximise the value delivered to the customer, whether through the quality of service provided, or the level of service. To adopt this mindset, it is necessary to map the internal customer experience, identifying the main pain points in their journey and as a result, changing processes to make them more memorable and personalised. In addition, it is essential to develop processes for continuous improvement and innovation of existing solutions based on user feedback.

Leveraging the era of hybrid working

77% of people who work remotely claim to be 30% more productive in this working model compared to the in-person model. Therefore, it is expected that in 2026 about 28% of professionals will work 100% remotely. In this scenario, it is urgent to review the way teams operate and cooperate. Without this review, it will be inevitable that the network of contacts of each employee will reduce and silos in the organisation will increase. By reducing informal conversations, remote working will have a negative impact on collaboration and innovation. Therefore, HR will play a pivotal role in defining the hybrid collaboration model by designing work layouts that facilitate communication between in-office and remote employees, using digital platforms that facilitate asynchronous working. The methods of using talent will continue to diversify and, therefore, HR teams must make provision in the organisational design for variables such as cooperation between traditional teams, gig-workers and subcontractors.

Human Resources at the forefront of business transformation

HR will assert itself as supervisors and managers of organisational transformations in each area of an organisation. In this sense, it is essential to be involved in these processes from the beginning to ensure maximum effectiveness in the areas of people management, change management, development of internal talent and data-based decision-making skills.

To meet these challenges, the HR teams have valuable tools and expertise in developing a culture of continuous improvement, through team development programmes that include the creation of management routines based on indicators and effective training methods.

Develop teams to make the most of data and analytics

On average, only 41% of HR professionals have developed the ability to create and clearly communicate data that influences decision-making. There is no doubt about the power of people analytics as a differentiating factor in the quality of HR decisions and in the way people are managed. For this reason, it is essential to invest in developing the digital and analytics skills of these teams with the aim of delivering more value to the organisation by translating analytical results into valuable insights for decision-making.

The framework supporting this development should start by identifying the most relevant data to collect from each IT system. Then, intuitive visualisations of data in the form of dashboards should be created. Furthermore, the team should critically and frequently analyse this data, thus developing the competence of knowledge creation from data and statistical information.

To have a positive impact on the business, it is essential that HR leaders and teams become aware of these four trends that will dictate the way people, processes and information are managed.

With a business environment that is becoming less predictable and talent markets increasingly scarce, the challenges facing businesses are increasingly complex. Against this backdrop, it is essential that HR reinforces its role in managing change and promoting the organisation's cultural values and principles.

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