INDUSTRY REPORT

Across the globe, almost all Human Resources leaders agree that the working environment is changing at a lightning-fast pace.

While most of the COVID-19 pandemic was marketed by a reactive approach and, in some cases, reactive solutions, the years ahead pose considerable challenges to these professionals.

Most leaders are currently planning or implementing experimental strategies focusing on employees' #mentalhealth .

The ones responsible for the #healthcare industry face an additional challenge: a more competitive labor market. "Especially for uniquely qualified professionals, a situation that goes beyond the #essentialworkers ' sixteen sectors," explains Ana Paula Montanha , managing partner and co-founder of HAYMAN-WOODWARD HUMAN CAPITAL Services, a company located in Washington, D.C., focused on human resources services and management consulting. "Some organizations prepare to engage in a fierce competition to attract and retain talented employees, which requires them to expand their #recruitment ," she adds.

Her company is recruiting and retaining #pilots , #nurses , and licensed immigration #attorneys , directly impacting the shortage of these talents in the United States economy.

Over the last two months, May and June 2022, Ana Paula Montanha interviewed for Human Capital - Career Trends magazine 103 global human resources leaders from small, medium, and large organizations and compiled the data.

Ana Paula Montanha lists the most significant trends and most meaningful challenges these leaders face:

1. Delivering a #hybridworking employee experience.

Rising employees' expectations of tailored workforce experiences while balancing employers' willingness to have all of them returning to their workplace.

2. Implementing strategic people's planning and crises ready organization

#humancapital and #humanresources will be more demanded to prepare and lead organizations through multiple crises. The pandemic showed how important having these senior executives, well-versed and prepared to lead, affects their operations and, consequently, their bottom line. Wise people's management, agility, and confidence are top board priorities.

3. Developing people #analytics insights and automation that drive business impact

People analytics in human resources teams must evolve to drive business impact across all organizations. Automation will free up these leaders' time to focus on matters, their people.

4. "All Together" will encompass so much more

Many companies, especially the small and medium HR leaders, still believe they can do more regarding #diversity , #equity , and #inclusion . Leadership training to enhance cultural aspects will be keen for companies willing to grow internationally.

5. Attract, train, and please #retain them!

Almost all HR leaders agree that organizations and most developed nations will face increasing pressure to attract talented professionals and skilled specialists shortages. Retaining talent will be crucial to those willing to lead the industry.

We also condensed their most significant challenges for the same period.

1. Understanding better how to address and prioritize employee mental health. Help employees tackle workplace #burnout and foster a sense of community and belonging which will promote a culture of "#reengagement ."

2. Winning the #talentwar , especially when talent is not present in their countries and licenses are required. It turns out there may be no short-term solution. It is more than recruiting. Only a minority number of organizations have a well-defined and proactive strategy needed to ensure some level of predictability in their workforce pipelines in this #challengingenvironment .

3. Promote a culture of "reengagement", with a more productive workforce. It is being able to create and develop a culture that helps everyone thrive. Mentoring programs, accelerated training systems, and performance peer recognitions are some of the techniques used by Human Resources leaders.

4. Implementing a better and more comprehensive Human Resources system that addresses multi-country policies, rules, and regulations – is a must for SMEs. Ana Paula Montanha, managing partner and co-founder of Hayman-Woodward Human Capital Services, explains: " While in large organizations, the global human resources functional area deals with all aspects of HR within the worldwide context, including U.S. based entities doing business internationally or non-U.S. based entities operating in their own locale or worldwide, leaders in smaller firms that deals with import and export from abroad need information on how to practice human resources in a global economy. Solutions tailor-made to their company size need to be developed".

5. Prepare future leaders for other health-related crises. Chances are that we will face other health-related crises in the future. # Globalization connects people in different geographies and increases our dependency on each other. Human Resources leaders will need to look inward and make significant improvements in their ability to anticipate and respond to future health emergencies.