A recent article in Human Resource Executive Magazine posed the question “Is a hybrid workforce the wave of the future?”. A hybrid workforce is being defined as one where there’s a significant number of both onsite employees and remote employees. It might not be a balanced 50/50 but more of a situation where the percentages justify the need to consider each workforce group’s needs separately.
As more organizations think about reopening, increasing production, and bringing employees back to the workplace, they’re beginning to debrief on what’s taken place over the past few months and how they can be more prepared for incidents in the future. If your organization hasn’t done this yet, consider asking just a couple of questions: What went well? It’s important to ask this question first because sometimes we’re so focused on what went badly that we forget to take time to recognize the things that went well. Even if the organization was completely unprepared, chances are there were some things that went well. Be sure to discuss and celebrate them. What would you do differently next time? Please note: I’m not saying anything went “wrong.” It could simply be that if faced with a similar situation, the organization would have made a different decision. Or that the organization would have made the same decision but executed it differently.
Recently, Twitter announced that its employees will be allowed to work from home for as long as they choose—not just until the lockdown restrictions lift. It isn’t the only company considering making its temporary work-from-home policy a more permanent fixture. Many that were once hesitant to offer remote work options for fear of dips in productivity and collaboration have seen firsthand that their workforces can thrive remotely. And after making the necessary investments to enable remote work at short notice, much of the infrastructure is already in place to extend this option for at least some employees in the long run.
As more states relax sheltering-in-place restrictions and permit organizations to reopen their doors to the public, HR departments will be busy coordinating those efforts. The list of things to do can seem daunting. Over the years, I learned that one of the best ways to tackle a big task like this one is to organize activities into smaller sections, so the effort is more manageable. So, in thinking about everything that needs to be done when bringing employees back to the office, here’s a list divided into three sections: before, during, and after.
In a short period, COVID-19 has changed the way many organizations conduct business. And possibly, it’s changing the way we’ve previously viewed meetings. In the past, we might have dreaded those long afternoon meetings in the conference room. Now that many of us are working from home, it’s possible we’re longing for those days again. (Well, maybe only a little bit. It’s also important to maintain a sense of humor during times like these.)
Today, 48% of employees are indifferent about HR—and 18% believe the function actively detracts from their overall experience at work. That indifference (or outright dislike) impacts HR’s ability to be effective. But how do you change a reputation that’s likely been years or even decades in the making?
Robotic process automation (RPA) brings robots and technology into human processes. Often, RPA substitutes repetitive, time-consuming, tedious tasks that employees face each day to get their jobs done. It has a lot of proven benefits for HR, especially considering the common tasks that HR employees must perform to complete processes. The decision then comes down to investing in an RPA-specific vendor or investing in technology with built-in RPA capabilities. In this post we'll explore the pros of solutions with built-in RPA capabilities, but first let's discuss why HR should be thinking about RPA in the first place.