coronavirus pandemic

Coronavirus大流行已经更快地改变了世界,比我们中的任何人更有明显更大。在2019年底,人力资源管理的景观严重不同。越来越有远见的商业领袖深处塑造了自己的公司文化的围攻。目标是保留最好的员工,吸引有价值的新人。

同时,小企业试图在顶级人才的比赛中保持相关,并实现其他目标。然而,一旦Covid-19在武汉和中国蔓延到,所有这些都发生了变化。

三月期间,小型公司的执行局部急剧上改变了他们的人力资源计划。即,他们中的大多数决定立即停止雇用新人才的计划。愿意考虑新雇用非必要职位的首席执行官的百分比继续下降4月及以后。

This is only understandable, seeing as all metrics pointed towards the workforce decreases in the following period. Most consumer-facing companies that aren’t online vendors faced severe revenue drops, and small businesses were forced to make reductions in their workforce instead of thinking about new employees.

另一个发生在过去六个月的另一个大变化是从计算机上工作的几个员工的远程位置,并且不需要物理地呈现他们的工作角色。由于劳动力的边缘人口偶尔,遥远的工作已经成为新的常态。

这种迅速不断变化的业务现实已迫使人力资源管理者思考其未来的计划。人力资源专家如何解决在发现可靠的疫苗之前,冠状病毒的后续波带来的新挑战?也许更重要的是 - 人力资源世界将来如何看待未来?我们将尝试预测以下几个趋势。

适应远程工作

In the previous six months, many nations have ushered in urgent legislation designed to tackle the health risks of the coronavirus pandemic. While different countries implemented a variety of solutions, there are some protocols that almost everyone has enacted at some point or another. Most notably, this is true for social distancing.

The need to avoid large gatherings has pushed a majority of companies to考虑远程工作为他们的员工。没有偏远工作政策的人力资源管理人员必须快速发展他们;这意味着这个球体中的许多解决方案都不完美和完全测试。

在未来,人力资源团队将不得不找到最佳的长途通信技术。虽然这显然仍然会在互联网上完成,但对过去一年来说对最有效的电信软件的需求已经上升。选择该利基中的正确解决方案将允许人力资源管理员尽可能快地建立适当的通信信道。此外,维持前一级的工作效率和工作场所的责任可能对切换到远程工作的整个公司可能是一项188宝金博网站挑战。

Maintaining Communication

在未来,商业领袖和人力资源管理人员将不得不努力触及其劳动力的基础。如果他们想加强积极的信息,奖励良好的行为和倡议,并为未来的预期设定了良好的期望 - 远程沟通必须更加密集。让员工吸引公司前锋的模糊结论永远不会好;在一个压力的环境中 - 例如全球大流行 - 人们往往是悲观的。这伤害了士气和管理的可信度。

With all of this in mind, establishing a firm routine is essential in regards to proper communication. While having daily meetings with leaders and other levels of management may seem superfluous and time-consuming — it’s actually necessary. Employees who are working from home need to have the feeling that they belong to a corporate collective.

吸引新的人才

In order to keep attracting new talent to their company in the post-COVID-19 era, human resource experts and company management will have to continue working on bettering the company culture. Essentially, this culture is the company’s internal brand. It’s what gets new people to join, and what keeps the older employees satisfied.

With that in mind, HR specialists will have to examine what their company culture currently is, and where improvements can be made. For example, asking the top performers about what they like and dislike about the company is not a bad idea. This is a great tactic to increase their incentive levels, but also to attract new A-players.

摆脱有毒员工

We all know the difference betweenresponsible people在工作场所和那些只是无私的人,并保持松懈。如果后者也是一个有毒类型的个性 - 这些肯定会成为人们摆脱的人,即使在大流行后的工作场所。

Once the culture and the values of the company are cemented, identifying the toxic employees won’t be that difficult. All it will take is a comparative analysis between the values and goals of the company and the behavior and job performance of individual employees. Those that don’t fit in will stand out.

即使没有Covid-19,这也会发生这种情况。现在发生了变化的事实是,遥控工作情况可能在某些公司中无限期地继续。因此,正面和负面员工行为之间的挑剔需要不同的策略和策略,而不是物理工作场所中使用的策略。

Conclusion

As you can see, the post-pandemic human resource managers will have to go through an adjustment period. The essence of their job role will not change — but the standards and practices they enact and enforce in the workplace will have to be altered to fit the new reality. In most cases, remote working conditions are what will drive these changes. We hope that this guide was useful to you and that you’ve learned something new. Stay safe and have a good one, guys!

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