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As we draw closer to reopening offices, you might feel it’s important to be ready to take some time to review your plan for the second half of 2021.

What issues are other HR leaders looking at as we emerge into a post-pandemic world? These three aspects topped the list of priorities.

Current and Future Leadership

This is a long-term concern for most HR teams and businesses, but it’s never too soon to consider current leadership and how to create succession plans.

Leadership is on the minds of most HR leaders, particularly after the great talent shake-up caused by the pandemic. Lockdowns may have left you needing to lay people off. People in leadership positions or tabbed for promotion may have departed the company.

On the flip side, if you’re in a business that boomed during the pandemic, you may have found yourself contending with a growth situation. That, in turn, may have meant promoting people or hiring in short order.

As the world heads towards a more normative state, you’ll probably want to consider the issues that have recently arisen in leadership. What can you do to make sure you’re hiring talent that can be developed into future leaders? How do you then retain those people?

As noted, addressing leadership needs a long-term approach. You may need to get people into positions immediately, but use this as an opportunity to think about the leadership development pipeline. What will you seek in your future leaders?

Building Critical Skills and Competencies

The pandemic may also have exposed shortages of key skills and competencies in some areas of your business. Were you relying too heavily on one person to do several jobs, and now they’ve left the company? Did you try to pivot to online sales and realize you didn’t have anyone on staff with the requisite experience or skills?

As we reopen, new competencies may become a permanent feature of your business. A good example is remote work. Some businesses are keeping remote workers on staff. Some staff members may be solely remote, while others may split their time between at-home and on-site work.

You need to make sure the people who are hired for remote roles have certain skills! Not only should they be relatively handy with technology, but they also need to be excellent communicators, well-organized, and self-starters.

Harder skills are another arena to tackle. Do you need someone on staff to program your website? What about a new social media manager to ensure the word is getting out about sales, employee safety measures, and even your opening hours?

You may have picked up new clients or started offering new services. Again, you’ll want to look at the skills and competencies needed to deliver on these contracts long-term. Finally, you may want to think about cross-training or employee development.

You’ll likely want to look at your recruiting as well. What talent gaps exist in your organization? Do you need to bring people on to bridge them? If so, how will you find them?

Organizational Design and Change Management

Finally, the pandemic put a spotlight on how our organizations are designed. Flexibility was a big factor. Lean, flexible organizations were able to better manage the pandemic.

Managing change also proved to be a huge hurdle during the pandemic. If you suddenly switched to remote work, you may have had to introduce new technologies and more.

Change management is important on a day-to-day basis as well. Many organizations report that their team members struggle with identifying priority work for customers, and they find it challenging to “switch” gears between tasks. It might be time to adopt an Agile methodology or reduce layers of management to create a flatter organization.

Technology Can Help

No matter which of these priorities you think is the top concern for your organization, new technology like an HRIS can help you achieve your goals.

Get in touch and discover what Canada’s most innovative HRIS can do for you and your business.

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Kaneez Jaffer

Kaneez is a Certified Human Resources Leader (CHRL) with an advanced knowledge of human resources and organizational structure and design. She has extensive experience with HRIS systems and understands the need to move HR from a transactional model to a transformational one. She has worked in the investment banking, insurance, and legal industries, as well as with large not-for-profit centres helping to simplify and streamline their internal systems. Kaneez is an expert in building relationships and affecting change in a positive and productive way. She acts as the key HR business partner at Apri Insurance Services Inc, managing the implementation of JungoHR, while providing expert advice and counsel on a range of HR matters. Kaneez holds a Graduate Certificate in Human Resources Management as well as a Certificate in HR Law for HR Professionals from Osgoode Hall Law School in Toronto, Canada.

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