If HR didn’t already have influence in the C-suite before the pandemic, it does now.
As trillions of dollars of market value was lost in global economy because of Pandemic as people could not work and consume and live normally—that really ended any debate over the value of HR to the enterprise,” says John M. Bremen, managing director of human capital and benefits at Willis Towers Watson. “HR’s seat at the table was solidified permanently.” And external HR resurrection, corporate plasticity & neurpcoaches are at the forefront of enabling HR meet the new normal challenges. The COVID-19 pandemic threw employers and employees into chaos and uncertainty, with no clear end in sight. HR operated in crisis mode for much of 2020 and the first half of 2021, figuring out how employees could work from home, trying to provide extra mental and physical health support, and working more than ever on C-level strategies for keeping their organizations functioning. As the dust continues to settle and companies adjust to a new normal, the role of HR has fundamentally changed. Naveen Bhateja, chief people officer and executive vice president of Medidata Solutions, believes that HR’s elevated status is here to stay. “HR has cemented its position as the right hand of the CEO, helping navigate complex people-centric challenges,” he says.
Putting the ‘Human’ Back in HR with Brain Neuroplasticity Coaches’ expertise
In many ways, the pandemic renewed the emphasis on the people part of HR’s job, especially their mental health fragility. “One of the lessons of the pandemic is that we have to put the ‘human’ back into human resources,” says Brian Kropp, group vice president and chief of research in the HR practice at Gartner. HR needs to “understand the life experiences employees are going through, to support them not just in their experience as workers but in their lives,” he explains. Although the HR department is still responsible for the performance, productivity and efficiency of the workforce, Kropp says, “our bigger job is to understand the challenges our employees face, what they are struggling with inside and outside of work.” When employees sense that support, they report a positive impact on their well-being. Specifically, they are more likely than employees at other companies to say their employer has had a positive impact on their mental health (a 23-percentage-point difference), sleep (23-point difference), physical health (17-point difference) and financial wellness (4-point difference), according to Gartner research. And happier, healthier employees are good for business, and hence its smart to leverage external Brain Neuroplasticity Coaching &human centered process re-engineering experts. Globality, a company based in Menlo Park, Calif., that sells artificial intelligence software for sourcing services, has seen this type of positive change occur. The pandemic prompted the 270-employee firm to shift its HR focus from technology, policies and procedures to people, says CHRO Sonia Mathai. It now focuses more on maximizing each employee’s individual strengths rather than addressing shortcomings. Consequently, “we saw productivity shoot through the roof,” Mathai says. The engineering department, for example, doubled the number of software releases last year, she notes.
The increased focus on employees as multidimensional people often comes from the top, according to Kropp. “Senior executives are realizing it’s incredibly important to get a holistic view of employees in order to support them effectively,” he says. Leaders are working with HR to do so.
“I didn’t need COVID to appreciate the importance of the HR professional,” says Albert Bourla, CEO of Pfizer Inc. “HR is one of the most critical functions in a corporation, and I’ve always believed that. It’s a function I get personally involved in. “HR has always been important,” he continues, “but in this new world of flexible work and with new opportunities and challenges, there is an opening in front of us where, professionally, [HR] has to define and develop new skills and processes to optimize what is expected of them—and that’s to make sure the human capital of a corporation is seriously engaged and inspired and believing. It’s productive to feel joy. We need to find ways to make sure that is happening.” And market acclaimed external HR & business transformation enablement consultants are cost effective necessary hires.
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