06Jun

In so many ways the impact of COVID-19 has been far-reaching, touching virtually every part of daily life. Among the most profound changes wrought by the pandemic has been how we work.

Human resources professionals agree that the workplace in 2021 will be very different from the one we knew at the end of 2019. Certainly, for some workers and in some industries, the changes will be less obvious and may even feel like “business as usual.” For others, it will be an entirely transformed experience.

What’s ahead? What are the workplace trends that human resources professionals will grapple within the year ahead?

Brian Kropp, chief of HR research at the consulting and research firm Gartner, shared on Human Resource Executive the HR trends he says will prevail next year. On his list – and on every other list from other HR professionals and thought leaders – is the acceptance of remote work as common practice, rather than some special benefit.

No longer a trend, Kropp says, “The next wave of flexibility will be around giving employees flexibility over when they work. Next year will see a rise of new jobs where employees no longer have an agreed-upon set of hours to work and instead just focus on a set of outputs to achieve, regardless of how long it takes them to achieve those outputs.”

Agreeing that remote work is now an established practice, HR thought leader Trish McFarlane, in her list for SAP, advised HR professionals to “Prepare to be flexible with scheduling and options for online trainings and upskilling.”

As part of the acceptance of work-from-home, Kropp sees a shift toward managing the life experiences of employees.

“We have seen (as a result of the pandemic) the struggles that they have faced when it comes to working from home, from balancing raising kids and working, and from caring for their family members,” Kropp writes. Supporting workers with these struggles gives them better lives and enables them to work more effectively.

“2021 will be the year where employer support for mental health, financial health and sleep will become table stakes of the benefits offer given to employees,” he says, addressing mental health support itself as one of the key HR trends: “Employers will work to de-stigmatize mental health by expanding mental health benefits, creating collective mental health days and supporting other initiatives to improve the mental health of their employees.”

Among the other HR trends Kropp sees are:

  • More companies will take public positions on societal and political issues.
  • States will compete to attract talent, rather than companies to move there.
  • The gender wage gap will intensify in 2021 as more men choose to return to the workplace than women.
  • Companies will shift from building talent to buying and renting it.

Like Kropp, other HR leaders see a broadening of the employee experience to be more encompassing of life experiences:

  • McFarlane says “Mental and emotional well-being will become central to the employee experience.”
  • The ReWork editors at Cornerstone predict the next step in the evolving employee experience is that “We will practice empathy in a virtual world.”

While all offer other, additional trends — some new, many accelerated by the pandemic — all see a different world of work in 2021.

As the ReWork editors wrote, “2020 has accelerated inevitable changes and forced industries, companies, and most importantly, people to adapt to these changes over a considerably short amount of time.

“And 2020, if nothing else, has shown us that people are resilient, organizations can adapt in the face of rapid change, and together, they can create extraordinary outcomes.”

Photo by Cytonn Photography on Unsplash

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More Vulnerable, Women CEOs Negotiate More Severance

When it comes to severance agreements for CEOs, the gender gap works against men. Women who lead publicly held companies negotiate severance packages more than half as rich as their male counterparts.

Good news? Not really, say researchers, who not only studied the size of these agreements, but also the reasons for the disparity.

“Pre-employment severance agreements reflect the heightened concern of prospective female CEOs that they are more vulnerable to being dismissed,” says Pierre Chaigneau, one of the three researchers whose study was published in November in the Journal of Management.

Writing about their findings, Chaigneau notes the statistics support women’s fears of being terminated.

“Female CEOs are 45% more likely to be fired than their male counterparts,” he says. “Previous research has shown that a man’s competence is often assumed in leadership roles while a woman’s competence is generally questioned. And female CEOs are more likely to be blamed when their organizations struggle, and are much more likely to be targeted by activist investors.”

To protect themselves, women negotiate higher severance agreements. For struggling organizations, their severance payout is higher still. Men got no premium for taking on a company with flagging performance.

The researchers found one exception: The severance gap was smaller in industries where women CEOs were more numerous or where there were women on the board.

“The takeaway for boards is that if they really want to bring women into the executive suite, they can use the severance agreement as a recruiting tool to compensate women for the obstacles that they will inevitably face,” Chaigneau says.

Photo by Dane Deaner on Unsplash

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‘Outlandish Job Requirements’ Are Causing an IT Shortage

Too many employers are asking for too much when seeking to fill entry-level cybersecurity positions, then lamenting that there’s a shortage of talent applying for the job.

“There’s a misunderstanding, I think, out the door of what the [requirements] really should be for junior, midlevel and senior roles, and what those expectations are,” said Neal Dennis, a threat intelligence specialist, in an interview with The Wall Street Journal.

Citing a report by the International Information System Security Certification Consortium (ISC2), the Journal said there is a need for 3.1 million cybersecurity professionals to meet security requirements. But companies leave positions unfilled insisting they can’t find people to fill them.

Researchers tell the Journal “outlandish job requirements are the problem,” not than a lack of workers.

“We’ve created this self-licking ice-cream cone of misery that continues to drive the narrative forward that we don’t have the ability to solve this problem, or we don’t have enough humans,” said Chase Cunningham, principal analyst at research firm Forrester Inc.

The Journal article notes that job postings for entry-level security roles frequently request two to four years’ experience and advanced knowledge, which can be evidenced by certifications such as the Certified Information Security Systems Professional.

But Clar Rosso, chief executive of ISC2, which issues the certification, points out in the article that it takes 5 years of experience before earning a CISSP. “Possibly the human resources recruiter doesn’t have experience in the area and they’re not able to say, wait, that doesn’t even make sense,” she told the Journal.

The solution, says the Journal, is for companies to rework their expectations and hire tech professionals with non-traditional backgrounds, then invest in training. “Apprenticeship schemes and firm career development paths for new cybersecurity workers would help,” says the Journal.

“Once that shift occurs,” Dennis said, referring to on-the-job training and certification prep programs, “I think that the skill shortage starts to answer itself. And then we’ll finally realize that there’s not really a people shortage, there’s just a knowledge shortage on the people who are available.”

Photo by Patrick Amoy on Unsplash

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