5 challenges and trends in Human Resources for 2022 … and beyond

Reconnecting with the purpose and between each one of us will be at the heart of 2022

After a couple of highly complex years, it is important to take a breath to continue learning. 2022 will not be an easy year, but we have many more tools at our disposal and we must continue to underpin the transformation of our organizations so that the entire region is more competitive and resilient.

To move on, we have to ask us questions like: What did we do well in crisis management? What were the most efficient processes? What do we discover about our culture? What do we need to continue evolving? What do our people need? How can we anticipate possible crises?

The number one priority for leaders of Human Resources In the following years, it will be to satisfy the strategic needs of the business through the management of internal skills that accelerate and stabilize evolution, whether from technical training, cultural improvement to attract talent, advanced use of data, alignment with the purpose, or all of the above.

Next, five trends that will become more evident in 2022, but that will accompany us for several years as we create the future of work together:

»1. Opportunities for retraining, improvement and flexible development (Reskilling Y Upskilling)

According to the World Economic Forum, more than a third of jobs worldwide will be transformed due to technology in the next ten years. Which means more than 1 billion people will have to retrain and upgrade to keep up.

We have to analyze what is not working to create something of greater value. We need to create programs that inspire workers to stay in their respective organizations and acquire the skills that will allow them to advance in their careers or allow them to transition to more satisfying roles.

The half-life of Professional skills used to be between 10 and 15 years, IBM now estimates that the validity of the technical skills that they need from their employees to remain leaders in the industry is between 2 and 4 years, which puts extraordinary emphasis on the need for provide constant training looking to the needs of the future. Meeting this challenge requires leaders with vision and perspective.

For organizations, it becomes increasingly crucial to accurately map the internal skills available, as well as its practical development structure supported by technology, automation and ultra-customization.

When it comes to recruiting, there is a clear trend for organizations to move towards data-driven skills tests. The relevance of the curriculum and formal educational experiences are losing relevance in a world in constant technological change that requires us to be eternal learners, always polishing, discovering, discarding and creating new information. The university breaks its barriers, extends to work and its faculties pass to the new Edtech, which are delivering cutting-edge training capabilities, driven by data, artificial intelligence, and personalization.

»2. People Analytics, technology and automation; data at the center of decisions.

More and more companies are realizing that they need to effectively implement the people analysis in your organization.

One of the key bottlenecks is the lack of technical data processing skills among HR professionals. Human capital teams need better understanding the data to effectively implement the people analysis findings. They must learn to correctly interpret the data available in all the dashboards that will come to their hands to deliver relevant insights and provide better advice for managing people.

The added value of Human Resources professionals will be in translate the results analytical and knowledge in actions, behaviors and strategic decisions. However, to that end, most professionals in these departments will need to improve their technical knowledge; you need to go back to school and experience an entrepreneurial data literacy.

According to SAGE, 62% of HR leaders today admit not being able to use people analytics to spot trends and provide actionable insights to inform business-related decisions.

With the tools of people analysis the right professional perspective, companies can drive smarter decision-making while better understanding:

  • The rationale for high employee turnover
  • How many resources are spent on new hires
  • How the company shows itself in terms of diversity metrics
  • Why is there more absenteeism than normal, etc.

The fact is that the race started a long time ago and some who have not even entered the track yet, during the next few years this distance will be more and more evident.

»3. Diversity, equity, inclusion and belonging

Diversity, equity and inclusion of the workforce are essential for any corporate culture you want to prosper for years to come. Not only because it allows employees to proudly bring their life experiences to the workplace. It also makes companies more competitive in the job market.

In 2022 and beyond, the diversity in the workplace will continue to play a critical role in retaining valuable talent. Today, 70% of companies believe that they effectively attract and retain diverse employees, but according to the Academy to Innovate HR (AIHR) only 11% really understand what the issue is about.

This is because being different, equitable e inclusive it is not enough to create a work environment that helps people to get the best of themselves and that they are in a position to adapt to the new era of work. Even a workplace that claims to be diverse, equitable, and inclusive sometimes fails to retain employees from underrepresented groups because they lack a sense of belonging.

Belonging to work adds to the DEI equation. On the one hand, it is about attracting talent, while, on the other, it is about making that talent flourish in the teams and decide to stay longer adding, which represents a new affective dimension. Belonging to the workplace is a shift towards psychological safety and real inclusion.

»4. Closing the hybrid work gap and designing collaboration strategies

The role of the office has fundamentally changed. It is no longer argued that excellent work can only happen in the office, much less in a cubicle. In fact, according to Gartner, 77% of people have seen increase your productivity during the pandemic. Almost a third of workers have been able to do more work in less time.

The downside is that remote working has reduced employee networks and made organizations more isolated. ADP data suggests that remote workers have fewer creative solution-oriented conversations with their colleagues than on-site workers (60% vs. 77%, respectively). All of this has a negative impact on collaboration and innovation.

That is why in 2022 Human Resources you’ll need to get much more deliberate and involved in helping organizations reshape the way collaboration, co-creation, and innovation happen.

Human Resources can help create conditions that allow employees to work on different projects throughout the organization.

The professionals of the talent management they can do this via:

  • Design a physical and digital workplace that helps teams work together and connect, leveraging digital platforms to connect teams asynchronously so they can work together anytime, anywhere.
  • Organizational designs that drive cross-functional and multigenerational teams to intentionally drive collaboration and diversity of thought.
  • Promote organizational design oriented to integral well-being and sustainability.
  • Focus on generating extraordinary experiences that make the office a valuable place that people yearn to return to.
  • Give rise to multigenerational collaboration

»5. Resilience through flexible pandemic-proof systems

As the world is increasingly unpredictable, preparing for multiple futures will be one of the key HR trends in 2022. The future of workAbove all, it is flexible and ambiguous. The world has become too volatile to be prepared only for the possible future.

Employees are increasingly demanding flexibility about where, when and how they work. On the other hand, companies themselves must learn to be more flexible, agile Y resistant.

Companies can create more adaptable strategies that are developed as the business environment evolves with the enormous amount of data and technology available, but mainly, oriented to strengthen the ties between people and with the purpose of the company.

Today more than ever, having a powerful employer brand and truly transformative and quality experiences for employees will be key to facing possible crises. Whether they happen or not, the companies that plan will benefit from greater cohesion and a sense of belonging. The departments of Human Resources They will be paramount in creating these adaptable and agile strategies.


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