We’ve been in survival mode for a long time now. But with vaccine numbers trending up and cities lifting restrictions, we have the opportunity to rewrite HR practices deliberately and thoughtfully. Work has experienced a seismic shift from pandemic disruption. Ironically, a restoration of something approaching normal life has created a new disruption: the return to the office after so long away from it. Now we’re pioneering new ways to re-engage, re-train and retain our workforces.
We addressed these trends (and more) at HRCI’s June 17 Higher Standard micro-summit. HR professionals from across the globe joined the call as HR thought leaders Kathy Claytor, Lars Schmidt and Emily Markmann took the stage to share their insights into the macro-trends shaping work.
Here are some takeaways from the event, and ways to implement them in your own HR practice.
Leadership in a post-COVID world requires autonomy, mastery and purpose. Kathy Claytor, SPHR, GPHR, Vice President, Human Resources at Delta Dental Plans Association, laid out skill sets HR leaders need to master to implement each of these qualities in their practice.
It’s essential to develop the ability to manage hybrid teams, which can be multifaceted across schedules, time zones and types of employment. HR leaders have to support their workforces in mixed environments where communication will be asynchronous. HR teams must move their organizations towards more diverse, less hierarchical structures.
Embrace experimentation, speed and flexibility. Adopting agile HR processes supports organizations navigating and iterating through the current ambiguity. Tools like the kanban board offer a sense of autonomy and accountability. Agile processes provide a framework for experimenting (and learning) quickly.
Communicate with candor, humility and empathy. Create an environment where team members feel supported, empowered and confident as they navigate change. Trust is a necessary foundation for building this environment. It’s always important, of course, but particularly when you’re asking team members to believe that, if they embrace your new path, it will ultimately benefit everyone.
Modern HR practice is significantly different from legacy HR practice. In his presentation, Redefining HR author Lars Schmidt explored those differences. Not every company is ready for modern HR, he said during the live Q&A. Even if you can’t implement modern HR in practice, however, you can work small changes into your practice by asking to “pilot” new programs and initiatives.
You can also lay the groundwork for modernization. Do your best to keep your organization informed of new trends in the field. Tie both the HR and business case together to build credibility, trust and authority. Consider piloting agile (or continuous) performance reviews, since a retrospective annual review doesn’t create an environment where future-oriented performance conversations can occur. And when hiring, if someone says a candidate isn’t a good “culture fit,” push back and ask them for a more specific skill-related reason.
Despite the whirlwind of change we continue to experience, you can ensure your team shares values. Emily Markmann, Global CHRO at The Knot Worldwide, spoke to the importance of values in grounding a global workplace. Shared values outline who you are (and aren’t) on a macro-level. If practices across the globe are driven by core values, then you’ve achieved a macro-level uniform culture.
She also pointed out that values can result in more deeply thought out policies. Don’t just create or support a policy for its own sake; explain why. Weave company values into your policies to keep them top of mind. A value of “doing the right thing,” for example, can be woven into your diversity and inclusion programs and initiatives.