06Jun

As the number of new COVID-19 cases shows signs the growth curve might be flattening, there’s hope some businesses may reopen sooner than many health experts worried just a week or two ago.

Whether that happens at the end of the month, when many closure orders expire, or later, workers will find a changed workplace. At a minimum, they can expect hand sanitizers in lobbies and disinfectant wipes available in restrooms and break rooms. Hugging and handshaking will be discouraged, replaced by elbow bumps or nothing. There may be limits on the number of people allowed in an elevator; meeting attendance will be restricted to maintain social distance.

Already where bunched desking was the rule, office designers and company leaders are discussing what to do to increase the separation between workers.

The New York Times interviewed commercial leasing agents, design professionals and others to learn how the coronavirus is influencing office design and practices and what we can expect as we return to the office.

In the beginning, workers will see familiar signs reminding them to keep their distance and wash their hands. They’ll find maintenance workers wiping down handles and other places often touched. Some companies may stagger workers, having groups alternate days in the office and at home in order to reduce contact.

Remote work will be the most enduring change. Kate Lister, president of Global Workplace Analytics, told The Times she anticipates as many as 25% of workers will continue to work remotely at least a few days a week.

“I don’t think that genie is going back into the bottle,” she said.

If she’s right – and an early survey shows 34% of previously commuting workers are now working from home – it will have profound effects on commercial real estate and office layout. Common areas like lounges, in-house cafes and the like will become more important features as remote workers come in for meetings.

“There will be a higher value around spaces where we come together,” the head of a Seattle architecture firm said.

The virus is also likely to influence how commercial building are constructed. Elevators, lights and even doors may be designed to respond to motion rather than touch. Metals like copper, brass and bronze that have antimicrobial properties may become more common. Ventilation systems will be upgraded to improve their ability to filter building air.

Says The Times, “Those in the midst of planning suggest that the post-pandemic office might look radically different.”

Photo by Cengiz SARI on Unsplash

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Jun 6, 2023

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Jun 6, 2023

The ‘Radical Reinvention’ of Human Resources

Now is the time for a “radical reinvention of human resources,” declares a report from IBM’s Institute for Business Value.

Businesses are adapting to the rapidly and dramatically changing world, says the report, prefacing the findings and recommendations from a survey of more than 1,500 HR executives from a variety of industries.

How they engage with employees must also change. “Enterprises now must become inherently humanized, build engagement with remote employees, foster trust in uncertain times and cultivate a resilient, diverse workforce capable of facing whatever the future may hold.”

This, says the report, is HR 3.0.

HR thought leader Josh Bersin, who collaborated with IBM on the report, explains what that means in his introduction:

“Traditional HR 1.0 departments focus on compliance, administration, and highly efficient service delivery.

“HR 2.0 teams move toward integrated centers of excellence, and focus on training and empowering business partners to deliver solutions at the point of need.

“HR 3.0, which only 10 percent of companies have achieved, turns HR into an agile consulting organization, one that not only delivers efficient services, but also practices design thinking to push innovative solutions, cognitive tools, and transparency into the organization.”

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The report found substantial agreement among the surveyed executives on the key ingredients of HR 3.0, but uncertainty among them about how to evolve their operation. Providing that guidance is the essence of the report.

After studying multiple HR practices, Bersin and IBM identified 10 “Action Areas” drawn from what the most successful companies are doing. “Our analysis has identified ten priority Action Areas critical to the HR 3.0 model. The Action Areas span the breadth of the human resources function, in some cases wholly reinventing traditional people practices.”

These 10 are:

  1. Measure employee performance continuously and transparently
  2. Invest in the new role of leadership
  3. Build and apply capabilities in agile and design thinking
  4. Pay for performance — and skills — in a fair and transparent way
  5. Continuously build skills in the flow of work
  6. Design intentional experiences for employees
  7. Modernize your HR technology portfolio
  8. Apply data-driven insights
  9. Reorient and reskill your HR business partners
  10. Source talent strategically

Though few companies are on the path to 3.0, those that don’t begin to evolve will be left behind.

“Even as leading companies transform their HR model, it’s clear HR 3.0 is not a destination, just a way station. The world is changing too quickly to allow even a hint of complacency,” the report concludes.

“As we continue to face unprecedented opportunities to build better businesses and a much better world, an HR 4.0 will evolve as a model to help us keep doing just that.”

Image by David Mark

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