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CHROs need to provide managers with the proper tools to become human leaders and manage employees’ career perceptions, well-being and connection to organizational culture. The manager-employee relationship is critical in shaping the employee experience and connection to the organization. With fewer opportunities for spontaneous in-person interactions in the workplace, managers need to be more intentional in establishing and developing relationships with their team members.

To combat this sustained turnover, connect hybrid employees to the organization’s culture and invest in talent processes to expand employee networks. Turnover will continue to increase because the emotional costs of leaving the organization are lower when hybrid and because there’s more choice in employers when location is no longer a factor.

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Turnover has significantly increased when employees are required to come back into the office full time, and 52% of employees say flexible work policies will affect the decision to stay at their organization. Hybrid work has become a baseline expectation for most employees, and organizations are already seeing the effects. To support all employees in a hybrid future, you must mitigate bias in performance and recruiting and support underrepresented talent. Considering that women and employees from underrepresented groups are more likely to want to leverage flexible work, proximity bias becomes a recipe for inequity. For example, 76% of managers say on-site employees are more likely than remote workers to be promoted. This has the potential to worsen diversity, equity and inclusion (DEI) outcomes. Hybrid and remote work does not guarantee all employees will experience the benefits of this change equitably. Learn more: What Is HR Strategy? And How Can You Best Execute It? No. You must deliver on well-being as part of your EVP to attract and retain talent. Although 70% of organizations made additional investments in well-being throughout the last two years, most employees are still not taking advantage of these offerings. Traditional employee experience indicators, such as engagement surveys and turnover metrics, aren’t showing the whole picture - for example, measuring current experience or overall well-being - which impacts employee performance and intent to stay.

Listen now: Organizational Culture and Connectedness Is in Crisis No. This creates an internal labor market and makes it easier and more attractive for employees to move jobs without exiting the company. For example, develop processes, norms and infrastructure that facilitate the mobility of employees from their current roles to other existing or newly created roles within the organization. To fill skills needs both effectively and efficiently, broaden the range of talent strategies under consideration, either as part of your strategic planning or as needs arise. While there’s an urgency to obtain scarce, critical capabilities, there’s also an effort to optimize costs in the current economic climate.

HR leaders are under more pressure than ever to fill roles with those with critical skills to meet market needs and drive organizational change. You must create a new, human-centric model for the hybrid environment by designing work around employee-driven flexibility, culture connectedness and human leadership.ĭownload now: Your Future of Work Roadmap In fact, if an organization were to go back to a fully on-site arrangement, it would risk losing up to 39% of its workforce. With 75% of hybrid or remote knowledge workers agreeing their expectations for working flexibly have increased, there is no doubt that the future is hybrid. These nine trends have a great impact on the employee experience, which underscores how the EVP must change and respond to shifts in employee expectations. “At the same time, this environment creates an exciting opportunity for CHROs to lead talent into the future and differentiate their organizations as employers of choice.”ĭownload Report: The Top HR Trends and Priorities for 2023 “Chief human resource officers (CHROs) are facing historic challenges from an exhausted workforce and a highly competitive labor market,” says Brian Kropp, Distinguished Vice President at Gartner. It’s imperative that HR leaders evaluate the immediate and longer-term impact of these trends and the degree to which they will change strategic goals and plans. The last two years have had a lasting impact on the future of work.

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