Many things that can drive the business management 'resource' mind can be found from within organizations that inform, often directed right out of the Human Resources departments (HR). If you have one, or work in one, you probably get or even send the memos. In the last decade, HR departments have changed in incremental social ways with new policy conduct. HR is often also the conduit for many woke policies now in the workplace, and many large workplaces' that use to have high productivity and high moral, have became gloomy places to work. A mask is one thing.
In Canada you have organs such as HRReporter, in the U.S. there is something similar, just as in the EU and Asia, however the messaging to HR managers is similar and often contain legal 'opinion' that is taken literally. Whether a company adopts these HR messages is another story, and yet they are hard to avoid in our hypersensitive political societies.
The following is out of HRReporter with the title
Five business ‘must-haves’ to surviving COVID-19 in 2021, and as typical the message aligns to so much else.
Here are a few snips:
‘How are we going to get people through the next eight months after what they’ve been through for the last eight months?’
[...]
The second must-have for organizations is to establish just what the new version of your company will look like, says Froman.
“Once the majority of people are vaccinated, we’re going to be back to some sort of normalcy; how will companies be running once that happens?”
Step one was the steady use of an uptick in covid-communications to inform workers, and some of us have been on the receiving end of a steady stream of outright propaganda. It became normalized at work.
Above, the idea of vaccinations is presented as a given, nothing else will solve the 'problem', so all HR managers unite and take forth the message (
with some legal corporate opinion thrown in to the mix).
Step three addresses work from home, and other articles expand on it, which seems to be lockstep with the green message (was there not a law proposed in California that ensured employers had revolving maximums at corporate work headquarters? - at lest in the
Plan Bay Area Blueprint for 2050 there seems to be).
The message here goes on to say:
It’s prudent to put into place a system of measuring employee productivity so that a remote-work cohort will be successful and supported, he says.
“[It’s about] having those real-time data mechanisms to monitor how the company is doing and helping companies determine whether they want to be fully remote, fully in the office or some sort of blend.” {we already had this survey done at our workplace, and many others I know had the same}
There are many tools and technologies to be able to monitor performance, says Froman. “If you have solid metrics of what performance is, it doesn’t matter where anybody is working.”
A technocrats dream come true, the corporate door will be open right into ones private home, which many not be private at all.
Digital transformation
Third on the must-have list is ensuring digital change is well in hand because COVID-19 “forced companies to embrace digital transformation massively: there’s no choice anymore, that ceiling has been broken and nobody’s going back,” says Froman. “A lot of companies have resisted implementing technology.”
One of the best ways to successfully complete the digital transformation for Canadian companies (and the fourth must-have), is look to government for support, he says. {well of course, there is corporate welfare state, why not let taxpayers burden the load}
“We’re shifting in 2021 to recovery; 2020 was about survival. How is the government going to help companies who are threatened because new digital firms have come in and are challenging them? How are they going to support these companies, not to keep them alive but to continue to recover and scale?”
Indeed, stay tuned for the how.
HR’s role
And the final
must-have will involve HR as the Canadian workforce
has changed forever, says Froman.
“We pulled them out of the office
and shoved them in their homes; they become accustomed to this new lifestyle so there are people making choices based on their current lifestyle,” he says. “How do we nurture talent, particularly to stay committed to the growth of an organization when they’re being sought after by a lot of companies?”
[...]
“
They need to maintain empathy but they also need to challenge employees. That’s going to be a real challenge for HR professionals to guide people through this transition from being remote to back into whatever the company chooses, whether it’s flexible, whether it’s back in the office, and how do they help manage that transition for the organization,” he says.
“It’s going to be HR professionals who have to guide our staff through that journey and it’s going to be bumpy:
we may lose some people because they don’t want to change and you’re not going to convince them.”
Keeping workers engaged is crucial according to one survey that says
many will quit if they aren’t allowed to remain at home post-pandemic while many organizations are in the midst of
planning the new office dynamics.
Don't know about many people here, however there used to be a process whereby upper managers would choose or foster along the best candidate for a position, and HR was there to facilitate orientations, maintain records and bride to accounting et cetera. Today, it is HR that hire, often from a detailed woke checklist without consulting upper management or managers, even at the CEO level should they happen to have a gender or ethnic policy that guilds them. The best person is no longer an absolute consideration. HR will have a strict covid-recovery policies coming soon, if not already one's desk.
Given that business today shapes societies interactions (as covid has shown using methods, such
presumption clauses and state employment orders), a good way to check the wind direction is through legal associations, OSHA type groups, HR (as shown here) and other directing associated bodies. Of course, the overall push comes down to them from the brotherhoods above.