60% of the organizations surveyed by KPMG International implemented a hybrid work model (on-site and remote) in their organizations; 22% resorted to a temporary remote work scheme, and 18% have already implemented remote work permanently.
Organizations that plan or evaluate long-term distance work are the majority: 39% plan to implement it; 49%, partially, while 12% do not consider it an option.
Enabling these new ways of working requires the use of technology and, consequently, different skills. For this reason, the organizations confirm that, given that in the next 12 to 24 months they will continue to work remotely, their main areas of investment will be in HR technology with new learning and development platforms, as well as technology for virtual work in order to support remote work and interaction.
Respondents for the study The Future of HR in the New Reality , conducted by KPMG International confirm that reskilling will be required, in 3 out of 10 employees. For their part, 77% of those surveyed plan to develop digital capabilities by up to 30% over the next two or three years. Those who most focus on these skills set trends and stay current by having talent whose skills are critical for the present and the future.
Now, what do the collaborators need and what are the challenges and risks that they identify in this scheme? More than 70% of those surveyed highlight that the main requirement for the adoption of remote work are the work guidelines, infrastructure and cybersecurity, while 21% highlight that it is the design of the compensation and benefits plan.
The main challenges they see when adopting a remote work scheme are confidence in the capacity for self-management and the cultural change that this new way of working and interacting represents; on the other hand, the greatest risk detected, with 70% of mentions, is excessive work hours and loads. Knowing and understanding the “experience” that a long-distance collaborator goes through becomes critical to attend to the “pain points” and how to maintain the commitment, as well as the performance levels and the sense of belonging to the organization. Having these elements is, without a doubt, essential to get ahead of the crisis.
What changed?
The priorities changed for the Human Resources (HR) areas. In 2019, the training of new workforce skills was the most important, while in 2020, 27% of respondents consider that the crucial areas are the anticipation of the needs of the future workforce, while 20% lean for the development of new skills (upskilling / reskilling) of the staff to meet the requirements of the company. In addition, 20% consider it essential to deploy related enabling technologies, beyond cloud technology (intelligent automation, augmented reality, robotic process automation RPA, among others).
Follow the news of El Espectador on Google NewsAs HR initiatives around the pandemic, the adoption of measures to safeguard the experience and well-being of employees stands out; redefine or further enhance culture to emphasize digital mindset, virtual work, agility, and lastly, help leaders develop new management and leadership skills to direct remote work.
Human Resources (HR) has played a critical role in the current health and economic crisis. 80% of CEOs agree that during these months the HR function has played a leadership role in the response to COVID-19; 89% agree that corporate purpose and values have played a central role in how they have responded to COVID-19, hence the importance of reinforcing them.
Coming?
Faced with new work models such as home office, 19% of the organizations are in a process of analysis regarding the creation of new benefits or benefits, to cover the personnel expenses derived from this “new reality” of remote work. This analysis has forced organizations to ask themselves questions such as: what are the new needs of people? How can I help them to maintain or improve their productivity by working remotely? What tools or compensations should I provide them to avoid ergonomic risks or expenses? that previously they did not have?
The truth is that HR leaders are already conducting this analysis, and 74% of those surveyed are evaluating the creation of new benefits or tools, such as help with the purchase of office furniture for the home; Internet help or payment (63%) and, on the other hand, 28% evaluate eliminating or rethinking the food aid, or help with gas vouchers or for transportation (22%).
This “new reality” makes a labor reform necessary to regulate the home office in the long term, according to 85% of those surveyed. Of these, 46% believe that matters related to compensation and remuneration packages should be regulated.
The HR function has a great role to play in the future of organizations in an environment of uncertainty, complexity and disruption. Her reinvention becomes an imperative to remain relevant and maintain the leadership role that has highlighted her during the pandemic.
