What’s on your HR road map this year?

During the pandemic, my beloved HR team rose to prominence when we were forced to adapt our workspace, and our policies. Quite literally, we saved lives. Who had time for dress code enforcement and updating inclement weather policies? Suddenly HR became essential.

We navigated our organizations through social distancing guidelines, space re-configurations, technology overhauls and the implementation of new policies based on mandates from both the federal and local levels, often contradicting each other and through it all our companies emerged stronger, and more forward thinking.

Has HR finally proven its worth or am I just getting ahead of myself? Maybe. But we can at least acknowledge that we have proven our ability to manage change and adapt to what is happening in real time.

Q1 is always a good time for observation and planning. It’s a good time to prioritize your strategic roadmaps based on what’s happening in the world at large. My objective for 2023 is to focus on initiatives that are likely to drive change with the most significant impact.

These are my personal top four:

Remote working

Though COVID-19 accelerated the remote work trend out of safety concerns or to comply with Department of Health mandates, HR was pivotal in leading the shift to remote work to ensure the wellbeing of employees worldwide.

Even though we adapted our workspaces in record time, in some cases, reduced our real-estate footprint, and managed massive investments and labor adapting technology, we still struggle with the concept.

Some remain convinced that employee engagement, productivity, and even morale has suffered as a result of remote and hybrid working; somehow forgetting that some company’s enjoyed record profits since the adoption of the concept of remote working.

Other organizations are struggling to strike just the right balance of between talent management, peer collaboration, and allowing employees the autonomy to continue working remotely.

This has led to an even greater focus on virtual communication and collaboration tools; and there will be much work for HR to do in adapting their policies and practices to bridge the gap between the needs of the company and commitment to culture which is why this is one trend that is likely to continue gaining momentum in 2023.

Artificial intelligence

What we once considered good material for Sci-Fi novels and Twilight Zone episodes has now come to fruition: artificial intelligence (AI). While the mere mention of AI and HR in the same sentence feels like a betrayal to the profession, doing more with less human output is a talent acquisition (TA) is the call to action that is getting louder by the day and likely to become more prevalent in 2023.

The use of AI to streamline HR and TA processes was something that we used we discuss as if some some futuristic notion light years away, but here it is, on the big screen at my 2023 strategic planning session.

To what extent AI will improve the employee lifecycle experience remains to be seen but it appears that companies, most notably Amazon, are willing to blaze the trails in search for more streamline processes.

There we were thinking the downsizing of Amazon’s TA teams was down to your run-of-the-mill post pandemic rightsizing, when all the while they were fine tuning their Automated Applicant Evaluation tool (better known internally as AAE) to help simplify and build more efficient Talent Acquisition processes.

Much could be said about the benefits of human intervention particularly when it comes to HR functions. But just the right balance of AI and humanity when mastered and executed properly will allow HR teams to focus on more strategic work, which will ultimately improve the overall applicant to employee experience.

If you’re expecting the lifelike robot with human like synthetic skin who over time begins to develop human emotions and can also set up interviews, onboard, and quite possibly conduct compliance training, stay tuned; that’s next year.

Diversity, equity, inclusion (and belonging)

The D,E&I movement gained traction over the past several years motivated by a series of unfortunate events, many showcasing injustices, marginalization, and even violence against our immigrant, LGBTQ, Asian, and Black and Brown communities in a way that Jim Crow apparently never did.

One would think that D,E&I is a new concept when in fact this is an initiative born in 1960s post-Civil Rights America. Nonetheless, America has experienced a woke consciousness that has had an unprecedented impact in the workplace. There has been a definite realization and acknowledgment that not everyone shows up to work from the same place.

Employers began to recognize there is great value when different ideas and perspectives collide in the board room to the conference room, to the breakroom and everywhere in between.

Even as we face the abolition of the term slavery in our history books in favor of the term “involuntary relocation” and lawmakers in Congress believe that a prominent Jewish banking family somehow benefit financially from wildfires started by lasers or beams of light, of their creation.

Somehow in this land of the free and home of the brave there remains a high level of optimism and energy (and rightfully so) around achieving a workplace that is organically equitable, and inclusive where everyone’s uniqueness is valued.

D,E&I will remain on my roadmap not only because it’s a winning strategy and the right thing to do for companies, but also because it’s an essential part of our business and my organizations cannot expect to grow without it.

Emphasis on employee mental health and wellbeing

“I just want people to come in do their jobs and leave.” We’ve all heard it before, hopefully not from anyone with any real influence over the employee experience (EX) or shaping the culture of an organization.

But there is no denying that there has been an unprecedented amount of “global disruption” in the past 3 years, from pandemics to never been seen before politics, to looming recession, and not while balloons over North America.

The impact on employees is real and will most assuredly show up in our workplaces on the backs and shoulders of those charged with the sustainability of our businesses.

A culture of caring for those that keep your business viable is not an esoteric concept on a wish list after all the other boxes have been checked. It should without a doubt considered a part of your essential strategic work.

HR will be calling on their organizations to go beyond traditional wellness programs by preparing managers to recognize signs of wellbeing distress and guide employees towards resources and solutions to support and improve total wellbeing.

Companies are realizing that not everyone is “OK,” and that a mentally and emotionally healthy employee is a good for business.

HR will need to lead the charge for companies to do more to support their employees by offering expanded resources such as counseling and mental nervous support well as promoting a culture of openness and understanding around mental health.

2023 is shaping up to will be a year of change, disruption, and progress for HR. With the ongoing shift to remote work, the emergence of AI and the need for automation and the growing emphasis on advancing D,E&I, and employee wellbeing HR teams will need to be innovative to meet the needs of our companies and employees.

From my perspective prioritizing any of these four initiatives into your 2023 business strategies will perfectly position any company to attract and retain top talent, foster a positive and inclusive culture, and remain competitive in the years to come.

My HR objective for 2023 in three words or less – “onward and upward!”

The International Festival of HR is back and the agenda is now live! Discover amazing speakers from the world of HR and business at UNLEASH America on 26-27 April 2023.