New Ways of Working: The Top 5 Challenges for HR Managers

Thursday
July
 
2022

Work hasn't changed. The context and the people have changed. In fact, skills, workspaces, processes, and methods are constantly evolving: in short, a landscape in which change must be a genuine mindset for tackling daily challenges.

In this context, HR departments play a pivotal role in driving change processes that start with people. This means not only technological changes (such as various HR tech solutions) but also genuine cultural, relational, and human changes.

What are the main challenges and priorities for Italian companies in the area of human resources?

 

1. Work Environment

A hybrid model involves not only a change in how we work but also in our workspaces, and it presents certain challenges: fostering connections among people and maintaining cultural and value-based aspects with teams that are partly remote and partly in the office. The workspaces themselves must be redesigned to provide a compelling reason to come into the office—for example, by creating more spaces for face-to-face collaboration and teamwork. Furthermore, a hybrid workplace may also require establishing certain “rules,” such as scheduling brainstorming sessions or important meetings when the entire team is present.

 

2. Employee Branding and Employee Experience

In today's workplace, attracting and retaining talent is an increasingly important challenge for HR leaders. According to a McKinsey study, employees who have a positive work experience are 16 times more engaged and want to stay with the company longer.

 Employee branding and employee experience involve a variety of factors: social interactions with other people in the company, work, and daily tasks, as well as more “corporate” aspects. Here is a diagram that summarizes some of the most important aspects of EX:

 

 

3. EVP – Employee Value Proposition

The value proposition is very important for a company; it strategically positions the company in the market and answers the question, “Why should a customer choose my product?” Today, in an era of a full-blown “war for talent,” HR departments must think more like marketers and ask themselves, “Why should a talented person choose my organization?” The EVP is a complex concept: it encompasses the work experience as perceived by employees, the organization’s brand identity, and its cultural values as they relate to people.

Helen Handfiled Jones and Beth Axelrod define it as:

 “The sum total of everything people experience and receive in the context of their employment relationship with a company: intrinsic satisfaction with the work, the work environment, leadership, coworkers, compensation, and more. It is what the company does to meet the needs, expectations, and even the dreams of its employees.”

In short, the true Value (with a capital V) that the company offers both externally and internally.

4. Digital Training and Skills

In an evolving market, training initiatives are important—both in terms of upskilling and reskilling and as actual employee benefits—as they enable people to grow within the company, thereby improving employee retention.  

The challenge today is: How can we integrate digital skills, tools, and methodologies into training and development programs? How can we make these sessions effective and engaging for employees?

Some digital solutions, such as the habit-inspiring platform, are useful tools for improving corporate training and coaching processes in an effective and sustainable way, without leaving anyone behind.

 

5.New Models of Leadership

The future of work is constantly evolving and will become increasingly digital-first; therefore, concepts such as an open mindset, digital literacy, and continuous learning will become increasingly essential for organizations. However, as shown by Salesforce’s“2022 Global Digital Skills Index”study, 76% of workers are not prepared to work in a digital-first world.

 

To address this, we need new skills, new training, and, above all, new leadership models that put people first through empathy. Being an empathetic leader means, first and foremost, understanding what it takes to engage employees, inspire them, and adapt flexibly to change.