The Future of Work is human

The Future of Work is now, and employees are embracing it. The pandemic has given them a sense of power they are currently using to create social shifts and obtain the ‘Future of Work’ they wish for: human, hybrid and fair.

The changes we already started to experience in those past years could lead to a more human and workforce-centric working environment. Indeed employers, currently struggling to find top-skilled workers, are realising just how vital their people are for their business success.

Most of the executives and HR teams who have already adopted hybrid work as a new norm must keep focusing on the best way to attract and engage the talents their companies need, as they are the Future of Work.

Give your workforce a purpose.

Of course, offering better benefits, competitive pay, and the flexibility workers strive to balance their lives can help attract new talents. But many companies cannot allow themselves to increase their workforce’s benefits and salaries, mainly because of the inflation and the highly competitive market in which their business may operate.

Innovative companies could make themselves attractive by offering the workforce an opportunity to impact rather than only aiming for monetary perks and benefits. People would like their work to also contribute to their purpose and passions. Indeed, many workers want to make a substantial social impact. They want a purpose and would instead start now that they are active rather than waiting for retirement.

By creating initiatives that resonate with the workforce, organisations would keep their employees engaged by giving them a sense of purpose and ultimately get better chances of retaining them in future.

Trust your talents.

Working long hours was once the ultimate display of engagement and dedication. With the rise of hybrid work, employers now have less visibility of their people’s working hours. To retain and keep your employees engaged, you must trust them to get on with the job rather than increasing surveillance and control over them.

Organisations implementing hybrid workforces don’t focus much on how many hours their people log. Instead, they look at whether or not these workers feel trusted and empowered. In that case, we can expect productivity to increase since more motivated people are likely to go into tasks enthusiastically to deliver results that also satisfy employers’ needs.

To move towards a more human Future of Work, companies must empower their talents by offering opportunities for growth within the organisation without the workers fearing being overseen by micromanagement. To move towards a new ‘reduced hours’ approach, executives and hiring managers should collaborate in reviewing roles that can benefit from shorter week schedules while still fulfilling essential business objectives.

Be fair and inclusive.

Many organisations have already adopted the hybrid work model. Still, executives must consider how they will equitably accommodate employees with reduced hours or remote working flexibility.

For example, because of proximity bias, managers confirmed that on-site workers receive more promotions and opportunities than remote working ones. Diversity, equity and inclusion (DEI) outcomes could worsen with this new teleworking system.

Therefore, the next step for executives who prioritise the support and retention of their employees is to make sure they weigh their talents, values, skills and performances over any remote bias working could engender. They must mainly focus on under-represented groups of talents who are more susceptible to leaning into remote working or flexible schedules (mothers, persons with limited mobility) and getting mistreated.

Improve your employees’ wellness.

Trusting your talents with their work will also help boost their happiness and well-being. Mental Health has seen increased focus over the past few years when workers have had to deal with unprecedented trauma and stress.

Offerings of mental health support have become a priority for employers in recent years. Some executives even consider four-day working weeks to invest in ensuring their people’s well-being. In contrast, others introduce measures such as ‘no meeting days’ to combat work overload or company-wide breaks on occasion to maintain healthy workers who are productive at all times.

Indeed, while businesses are investing in new technologies and strategies to succeed, they must also comprehend that making a human capital investment towards people’s mental health could help ensure that their workforce feels valued at work. Happy and engaged employees will produce better results!

Be people-centric.

The world is changing, and companies must adapt their business practices. The pandemic has made businesses rethink what the Future of Work means for employers and the workforce, and the standard answer is ‘more Human’.

While employees clearly expressed their wishes for more people-focused employers, leaders have now understood the importance of their talents to their organisations. At Bradford Jacobs, we help you with the complete workforce lifecycle process so you can re-enforce your business and ensure your workers get the best experience they can.

After assessing your employees’ needs and implementing the strategy we determined together, we focus on attracting and engaging the best people for your business needs, allowing you to enjoy a top-talented workforce regardless of geographic location.

Get in touch with our team to learn more about attracting and engaging the best talents for your remote teams.