What does a CEO Need from the HR Function in 2022?
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What does a CEO Need from the HR Function in 2022?

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What does a CEO Need from the HR Function in 2022?

Pradeep Lala, MD & CEO, Embassy Services Pvt. Ltd, 0

The HR functions play a major role in developing a business, its culture and facilitating an organization’s growth. Facility Management in particular is a rustic sector employing a large chunk of blue-collar workers who drive deliverables and revenues, and the country’s economy at large.

Since 2021 has ended and diverse work models have begun to evolve, technology has taken an edge over the HR landscape and contributed at large to fulfilling deliverables. This year will be a period of putting ‘our best foot forward’ and HR functions will play a pivotal role in amplifying business productivity despite the diverse work situations.

A few of the many key areas of focus for 2022 will encompass the following:

Recruitment
With specificity to the Facility Management sector, people are the primary resource that brings in over 80 percent of revenues to the organization. The sector also witnesses high attrition rates, therefore requiring an efficient and proactive recruitment team. To ensure efficiencies with this regard, the HR will have to extend a great ordeal of compassion, approachability, and develop a heightened sense of connection with existing and new employees.

HR Policies
Beyond recruitment, there is the requirement for policies that suit ‘the new normal’. Using data and insights garnered over the past year, new policies will have to be introduced to strengthen the employee-employer framework. This includes various aspects such as work timings, flexibility, leaves, pay slabs, DEI (diversity, equity, and inclusion), audits, data-security and more. The HR functions are at the core of driving this.

Workforce Optimization
With many people having migrated back to their hometowns during the various pandemic-induced lockdowns – more employees are looking for opportunities that allow work-from-home, which
has led to a massive transition in the conventional approach to recruitment. While geography is no longer an obstacle to talent sourcing, which has been a boost for employment in support/desk functions which has also created a shortage of skilled manpower across many on-ground roles. HR will have the responsibility of sourcing affordable and
talented labor from Tier-1 cities. A significant number of organizations have also
adopted augmented analytics for better data-driven insights on workforce and talent.

Leverage Internal Talent Mobility
Organizations today are bolstering internal talent mobility to improve agility and retention rates. Making a strong internal mobility program will facilitate business execution and employee engagement, reducing the cost of talent management and saving time. Internal mobility incorporates freedoms within the organization such as project swaps, upskilling employees for new positions, and mentorship opportunities. Learning and development (L&D) is crucial to the growth of an organization and its employees.

traditionalists prefer stability, power and position, the younger generations prioritize a work-life balance, indicating a preference for flexible schedules and remote work options. By learning about generational differences, working styles and career values, corporate policies can be crafted to keep employees engaged and happy



Employee Wellness
As part of employee engagement, employee wellbeing is a key area that HR functions needs to focus on. These wellness programs promote employee wellbeing and help workers remain in good health, which helps them increase their own productivity and feel more purposeful at work. Mental wellbeing, physical wellbeing, happiness quotients and emotional connect are surely factors that will directly affect retention of employees.

As businesses transform, human resource management is concurrently changing at a fast pace. The penetration of innovative digital trends in the HR landscape will be a game changer in enhancing employee retention and driving workforce transformation. This year, CEOs and HR heads together will take on a more involved role in corporate strategy by providing valuable insights, projections on workforce performance and its effects on the company’s business goals.

Understanding Younger Workers
Many organizations have different generations working together: traditionalists, baby boomers, Generation X, and millennials. While traditionalists prefer stability, power and position, the younger generations prioritize a work-life balance, indicating a preference for flexible schedules and remote work options. By learning about generational differences, working styles and career values, corporate policies can be crafted to keep employees engaged and happy.