purpose HR Operating Model to suit the enterprise. • Advancing the workplace to enable workforce collaboration.
How do you see the impact of COVID-19 on performance assessment and productivity management? Are organizations shifting the needle on
s t o r y
Has COVID-19 crisis transformed the role of HR? How are global talent leaders envisioning their role to adapt to changing times? The COVID-19 pandemic has created an unprecedented opportunity for HR to shape the way their enterprise competes, accesses talent, and shows up in the communities where they operate. To authentically lead, HR leaders need to reimagine their role, the
outcomes they deliver, and how they operate by: • Sensing the community, market, and their workforce to shift to be a social enterprise. • Driving record speed innovation and agility through workforce development • Extending the enterprise with a partnership ecosystem.
c o v e r
an increased focus on wellbeing. Recognizing the inextricable link among wellbeing, work, and our lives has led more organizations to think deeply about ways they can design well-being into work. COVID-19 has laid the groundwork for organizations to consider more permanent shifts to remote or hybrid workforces. Within that context, there will be an increased focus on wellbeing demonstrated by shifts in digital and physical workplaces. Organizations are investing in new technology to enable seamless collaboration across their remote, hybrid, and on-premise workers. Through all of this, organizations will need to update and adapt their policies and practices around talent acquisition, performance management, learning and development, compensation, rewards, etc. to meet the demands of their new workforce models.
• Owning a complete and accurate view of “all-in” labor cost for the total workforce • Orchestrating the workforce experience to be inclusive of all talent and invigorate teaming and productivity. • Forecasting new and future capabilities and enabling continuous learning. • Reimagining work across the enterprise and in HR with digitalization and automation. • Leaping to a fit-for-
performance management amid this uncertainty? The societal disruption of 2020 has brought about new and complex challenges for performance management, which necessitate a more flexible ongoing approach to meet organizational and individual needs. The challenge is what was visible in terms of performance and productivity (eg. seeing someone in the workplace) has become invisible. The answer is in doubling down on a pre-COVID-19 trend of making sure performance FEBRUARY 2021 |
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