CAHRS Top 10 November 2020

ILR CAHRS logo1. Forbes: Human Resources - From Reactive to Proactive in This New Digital Era
Summary: As the Harvard Business Review reported, the CHRO now has the opportunity to expand responsibilities and shape the future of their organization. This largely relies on a shift from a reactive to a proactive management strategy. This requires the upskilling and reskilling of HR professionals to have strengths in strategic initiatives, workforce planning, continuous learning, and diversity and inclusion. Additionally, the need for HR professionals with technological experience in biometrics, virtual reality, and coding languages is also expected to increase as centers on the future of work predict HR jobs of the future.

CAHRS Exclusive Opportunity: Don’t miss the opportunity to send your entire team to the CAHRS Partner Meeting.

2. Fast Company: The Secret Struggles of Introverts in a Remote Workforce
Summary: Conventional discourse on remote work has focused on how extroverted employees are suffering from the loss of in-office socializing. However, remote work has been tremendously taxing on introverted employees’ mental health and well-being. Video calls are, in many ways, more exhausting than in-person meetings. The loss in separation between work and home means introverted employees have lost having a “space” to recharge. Furthermore, introverted employees are more likely to feel isolated as they have difficulty initiating meaningful social interactions. Flexibility over working hours, initiating 1:1 check-ins, and providing opportunities for small intimate meetups may be ways to help introverted employees navigate remote work successfully.

3. Bloomberg: COVID-19 Explodes the Myth that Women ‘Opt’ Out of the Workforce
Summary: The 80% of people who dropped out of the workforce in August and September were women. According to a recent McKinsey report, one in three mothers are considering quitting or reducing their workload, the first time in six years that men and women have shown significantly different levels of interest in quitting.  While women may be “choosing” to leave the workforce, the pandemic has made it clear that the decision is rarely truly voluntary. Professional women point to inflexible workplaces as the biggest problem. For organizations seeking to not only retain but develop and grow their female talent, benefits such as flexible hours, paid leave, and childcare will only become more critical.

4. CAHRS: The Employment Landscape - Contingent Workforce Working Group Notes
Summary: The pandemic has challenged organizations and HR leaders to re-think talent and workforce design in new innovative ways. How to effectively manage and leverage the contingent workforce is at the forefront of this work. In a recent Virtual Working Group, CAHRS partner companies shared recent best practices and future strategies for managing a contingent workforce. Leading contingent workers through the pandemic emphasized the critical importance of efficient communications processes that can cut through and across different service providers and project managers. For better decision-making and management of contingent workers in the future, consolidating organization-wide talent needs, talent budget, and database of contingent workforce options will become key enablers.

5. The Economist: What Happens When Companies Devolve Power
Summary: A provocative new book argues that by stripping away layers of bureaucracy and moving towards “humanocracy,” organizations can foster innovation, empower workers, and ultimately perform better over the long run. Central to this shift is a new paradigm: while in a bureaucracy humans are instruments, employed by an organization to create value, in a “humanocracy” the organization is the instrument that enables humans to create value—and to flourish. For many, this shift may be a daunting one, but one worth considering for any company looking to fully unleash the potential of its people.

6. LSE Business Review: The Cyclical Relationship Between Innovation and Inclusion in the Workplace
Summary: Many organizations prioritize fostering both innovation and inclusion, but how do these two efforts relate? Several studies suggest that more inclusive companies tend to innovate faster in their fields, likely because their innovation processes are more participatory. Furthermore, inclusion may increase feelings of trust among colleagues, which facilitates idea-sharing and risk-taking, both essential to innovation. Lastly, innovative thinking can be applied to make an organization itself more inclusive by changing its structures and processes. All in all, HR leaders looking to boost innovation or inclusion should mind how the two are undeniably connected.

7. CAHRS: Building Culture and Community in a COVID-Era Workplace Virtual Working Group Notes
Summary: A recent CAHRS virtual working group found that companies have faced several significant challenges in building culture and community throughout the pandemic. First, partners shared that fostering culture virtually is its own endeavor, not one to be modeled after in-person efforts. Second, remote work has both strained team collaboration and made some individuals feel more isolated. Third, many employees are concerned about returning to the office, which poses challenges in the design and communication of these plans. On the bright side, partners do see an opportunity to leverage the competencies gained from this unprecedented period moving forward.

8. HR Executive: Three Steps to Thrive, Not Just Survive, During COVID-19
Summary: New research from CAHRS partner company IBM found significant gaps between what employers say and how their employees feel about work during COVID. The survey of nearly 4,000 professionals from companies around the world suggests that while employers think they are helping staff develop needed skills and maintain their health and well-being, many employees disagree. Additionally, while the majority of executives agree that their organizations are providing clear guidelines and communications, many employees do not. To address these gaps, companies should place a deeper focus on their people, putting end-to-end well-being first.

Take a look at what an ILR HR Studies professor discovered when it comes to star performers in team settings in the ResearchBrief "Shadows and Shields: Stars Limit Their Collaborators' Exposure to Attributions of Both Credit and Blame ."

9. CAHRS: HR Operating Model - COVID Style Virtual Working Group Notes
Summary: The most prevalent HR operating model has been in place for many years, using the same framework of HR shared services, centers of excellence, and strategic HR business partnering. While COVID-19 regularly gets the lion’s share of attention, the pandemic has been one of many destabilizing crises for CAHRS companies this year. Companies’ approaches to their businesses and workforces have changed, necessitating HR to modify its approach and practices as well. While we are finding that major HR operating model shifts may not yet be underway, several HR practices are transforming that could signal the start of larger changes.

10. McKinsey: The Boss Factor: Making the World a Better Place Through Workplace Relationships
Summary: Leaders have never been asked to do more, or face more pressure, than in the current environment. As leaders attempt to address the growing number of needs from employees and the business, what should they prioritize? This article suggests that companies focus on areas that create social value, particularly job satisfaction. Managers play a critical role in employee happiness which may not only boost profitability, but also enhance organizational health overall. Examples of how managers can change their behavior, and how organizations can support them in doing so, are shared.

Be sure to check out this CAHRSclip on the pandemic's effect on leadership practices and decision making.