The Office of Human Resources launched a new learning library to empower employees to take charge of their professional development and start their learning journey.

The online and self-guided learning library is organized into categories, or content areas, to help employees build their professional skill set. Each content area includes links to self-paced online courses, book and article recommendations, and other learning materials to explore at one's own pace.

“The new learning library is designed to deliver employees quick and easy access to a variety of learning opportunities on commonly requested topics,” said Tiffany Lundy, associate director of learning and development. “It is a one-stop resource that can be revisited time and time again to expand on a specific skill or develop new ones.”

The learning library will be updated periodically and includes a monthly learning challenge to cultivate a continuous learning mindset, Lundy said.

Each month, human resources provides a new learning opportunity on a featured course and encourages employees to set time in their schedule to develop a specific professional skill. Each challenge includes a series of both independent and team activities. 

Many of the learning resources in the online and self-guided learning library are from LinkedIn Learning, an online learning platform that offers video-based courses for professional development. All employees have free access to LinkedIn Learning content, which includes more than 8,000 courses taught in seven languages. It also offers robust learning paths and thousands of bite-sized videos for learning 'in the moment.'

For more information about LinkedIn Learning, visit the HR website.

Diversity, equity, inclusion and belonging (DEIB) is an initiative geared towards eliminating discrimination, bias and harassment and creating a diverse and inclusive workplace that promotes innovation and growth.

Unfortunately, current adoption of DEIB has been largely performative. According to PwC’s Global Diversity, Equity and Inclusion Survey, 75% of respondents value and prioritize diversity, but 32% also feel as though diversity is a barrier to advancement within the organization. Furthermore, only 4% of companies are currently meeting expectations for a successful DEIB program.

Using objective, quantifiable metrics to track and respond to relevant data will help human resources work towards integrating DEIB into the structure and culture of a company, rather than simply going through the motions.

• As the standard work environment changes, businesses should focus on several important trends throughout 2022.
• Employers should expect an increased demand for modified employee benefits, including health and wellness programs and flexible work arrangements.
• HR professionals should pay special attention to new laws, regulations and guidelines regarding COVID-19 and prepare to accommodate employees’ changing health conditions.
• This article is for small business owners and human resources professionals who are interested in learning about important HR syllabus for 2022. 

An excellent human resources (HR) department is vital to any company. HR’s constantly expanding functions include recruiting top talent, shaping a company’s culture, distributing employee benefits and enforcing company policies.  

HR best practices are always evolving, especially as a result of the COVID-19 pandemic. We’ll explore cutting-edge HR trends that can help HR professionals support employees and their organization.  

Editor’s note: Looking for the right HR Software for your business? Fill out the below questionnaire to have our vendor partners contact you about your needs.

10 ways HR is changing in 2022

Here are 10 HR trends businesses should be aware of in 2022, along with some changes companies can make to keep up with the future of human resources.

1. Companies will provide progress reports on 2020 diversity and inclusion efforts.

During the summer of 2020, following the murder of George Floyd and the Black Lives Matter protests that followed, companies across the country were forced to reckon with their biases, including racist, exclusionary hiring practices and hostile work environments for Black and Indigenous employees and other employees of color. 

Many businesses responded by creating diversity and inclusion training programs in the workplace and making promises and plans to adopt more equitable hiring practices. Two years later, clients, customers, community members and employees are seeking results. Companies have begun releasing diversity reports and other results to demonstrate the efficacy of their efforts to create a culture of inclusion.  

In 2022, HR departments will release information publicly to outline the steps they’ve taken over the past two years to address racism in the workplace and the progress they’ve made toward their goals, thus demonstrating that their genuine commitment to racial justice goes beyond optics. 

Tip: To promote diversity and inclusion, small business owners should get employees committed to diversity, change language to include gender-neutral pronouns, and clearly state their commitment to diversity in all documentation and mission statements.

2. HR departments will lean on technology for automated HR processes.

Jared Rosenthal, CEO and founder of the automated onboarding and screening system StaffGlass, pointed out the growing trend of adopting cloud software to automate and manage workflows. In 2022, the workplace automation trend is expected to keep growing, spreading into industries that have traditionally been slower to adopt automated tools. 

Although many companies already use software to recruit employees and to aid in the employee onboarding process, the coronavirus pandemic created a bigger need for digitizing these processes. Automated onboarding tools, in particular, will become commonplace in 2022, thereby accelerating and optimizing the hiring process for employers and employees. 

The popularity of the best HR software will persist in a post-pandemic world, Rosenthal told Business News Daily. “It’s simple: If you’re going to compete in the post-pandemic world, you need to move as much to the cloud as possible, including seemingly offline HR activities like drug testing and pre-employment occupational health testing,” he said.

Even small business HR processes could benefit from technological innovations and cloud-based computing, including remotely hiring and onboarding new employees.

3. Companies will adopt dynamic in-office and remote policies.

When the COVID-19 pandemic forced many businesses to shutter their doors in 2020, in-office employees abruptly transitioned to working remotely. Managing a remote workforce has since become a permanent situation for many businesses. Remote work options have proved valuable for responding to new COVID-19 variants and surges and meeting employees’ needs. 

“Employees love the flexible schedule and the absence of a commute so that there is more time in the day to spend with their families,” said Angela Rochester, former assistant general counsel and human resources consultant for Engage PEO and current deputy general counsel for labor and employment at GoHealth. “Employers should leverage technology as much as possible to maintain employee engagement.”

Despite the popularity of remote work and flexible work policies, some employers and employees prioritize in-office time to collaborate more efficiently as a team or to get a change of scenery. In response, more offices in 2022will adopt hybrid policies for remote and in-office days, offering employees the flexibility to make the best decisions for their situations and pivot according to changing public health needs. 

Depending on your company’s size, this policy might include a schedule or sign-up sheet for your team to coordinate their in-office days. 

Tip: Remote working tools can help your team communicate and stay connected. For example, Slack makes messaging effortless, and Microsoft Teams combines workplace chat, video conferencing, cloud storage and app integration.

4. Employers will virtually maintain company culture and employee engagement.

Entirely or partially remote organizations must find creative methods to keep remote employees engaged and foster the company culture. Without a physical office space and daily routine to connect with co-workers, employees – especially new hires – may feel isolated or disengaged.

“Maintaining employee engagement is crucial, as remote work looks set to continue,” said Nicole Reid, chief people officer at Xero. “To keep people engaged, they need to be connected to a purpose. It’s important that every member of the team has a clear sense of the company’s direction and how their role contributes to it.”

Prioritize employee engagement and culture by hosting virtual meetings and hangouts, surveying employees about their interests, and increasing internal communication. Keep in mind that many employees are starting to suffer from the online-meeting fatigue known as Zoom burnout, so it’s crucial to consult your team to find the perfect communication balance.

5. Employers will focus on their employees’ well-being.

Health and wellness are hot-button topics. Employers are more aware than ever of the importance of employee well-being and its impact on business success. However, employees’ well-being and mental health will undoubtedly fluctuate during stressful and uncertain times. 

“Small business leaders must step up to support their employees’ well-being and engagement, likely in ways they haven’t had to before,” Reid said. “They must find ways to create a flexible and healthy work environment and support mental well-being in some of the toughest times we’ve seen.”

Company leaders can help Excellerate their employees’ health and wellness by maintaining transparency and clear communication within their organization.

“Make sure that people aren’t getting too exhausted and burning out,” Reid said. “Have conversations so you know how your team is feeling as well as what they’re doing.”

Employers will also continue expanding employee-assistance programs to provide a broader range of tools, including mental health days, more access to counseling, health and wellness plans, and updated services that can help employees take a holistic approach to their health. 

Reid also advised small business owners to lead by example. Take the time for self-care, and set boundaries and expectations so your team can follow suit.

6. HR teams will modify employee benefits.

The pandemic shifted employee benefits and working arrangements. As employers seek to provide their staff with the best possible health insurance and benefits, they should consider their employees’ evolving needs. For example, free lunches and commuter benefits aren’t as attractive; instead, employees prioritize healthcare, wellness programs, and job perks like home office credits.

Reid also recommended supporting employees by offering flexible work arrangements. 

“Enable flexible work, whatever that means for the individual,” Reid said. “Some parents of young children, for example, might need to juggle childcare and work during the day, and being able to work in the evening instead could be one less stress. A key point is that everyone has their own unique circumstances, and you’ve got to open those conversations, listen and take actions that are supportive.” 

Employers are also offering more thoughtful vacation options that suit workers with unconventional schedules. For example, some companies have adopted a policy of offering new employees two paid weeks before they start their new positions.   

7. Employers will face COVID-19-specific paid sick leave and accommodations.

As COVID-19 variants lead to more surges, employees will need time off to isolate and recover. Furthermore, long-haul COVID-19 symptoms, or “long COVID,” have affected up to 23 million people in the United States, often leading to a wide range of severe health issues. In fact, American with Disabilities Act (ADA) regulations recognize long COVID as a disability, as it can significantly affect people’s daily lives and abilities. 

Rochester said employers must reasonably accommodate employees’ COVID-related disabilities that create new or different circumstances for them in the workplace. “Employers should continue to do what they normally would with respect to accommodation requests and identify the limitations that a disability imposes on the employee’s essential job functions, engage in an interactive dialogue to determine whether a reasonable accommodation exists and, where circumstances require, provide an accommodation,” Rochester said. 

Additionally, many state and local jurisdictions have expanded their paid-sick-leave laws to apply to COVID-19-related circumstances.

“Employers should familiarize themselves with the paid-sick-leave requirements for the jurisdictions in which they conduct business so that they can update their policies accordingly and understand which laws apply when dealing with COVID-19-related sick time,” Rochester said.

Key takeaway: Businesses must understand sick leave laws and employees’ rights regarding COVID-19-specific paid sick leave and accommodations, including accommodations for long-COVID symptoms.

8. Employers may update their offices to become more COVID-safe. 

When companies open their offices, it’s critical to take every reasonable precaution to keep their teams safe from COVID-19. For some workplaces, this has meant implementing mask policies and providing employees with high-quality masks, like N95s. Other companies have instituted vaccine requirements. 

In 2022, in addition to these measures, we will see more widespread adoption of COVID-mitigation techniques built into the workspace itself. 

Many companies have updated their HVAC systems to Excellerate office-wide ventilation. The Centers for Disease Control and Prevention (CDC) recommends high-efficiency particulate air-filtration systems to move air quickly from communal settings like offices. In areas where an HVAC overhaul isn’t possible, the CDC recommends ultraviolet germicidal irradiation, which can be added to existing ducts. 

Other interventions include moving into an office space with many windows you can open, high ceilings and ample space between work areas. In addition, outdoor spaces within office settings are in high demand right now. 

9. HR departments will face new compliance requirements.

As laws and guidelines change, HR departments will grapple with new compliance requirements. HR managers will rewrite employee handbooks and reevaluate rules pertaining to workplace harassment measures, leave benefits and drug testing. 

HR departments will also have to navigate the pay transparency laws that are rapidly becoming more common across states. Illinois and California have laws requiring businesses of a specific size to report aggregate pay data to their labor departments. 

Perhaps most notable, however, is the preponderance of laws mandating salary range disclosures on job listings. California, Colorado, Maryland, Connecticut, Washington state, Rhode Island, Nevada, New York City, Cincinnati, and Toledo, Ohio, have laws requiring employers to provide salary data upfront. In 2022, as this requirement becomes more commonplace, more HR departments will move toward increased transparency around compensation. 

Did you know?: Some state business labor laws protect residents even if they work remotely for businesses in other states. If your company hires remote applicants across the country, ensure your practices don’t violate state laws.

10. HR teams will grapple with marijuana usage laws.

In the past few years, more states have legalized or decriminalized marijuana use to various degrees, and that trend will reach a fever pitch in 2022. As of early June, 38 states have legalized medical marijuana use and 19 have also legalized recreational use. 

Although employers still have a right to implement drug-free workplace policies, Rochester said companies operating in multiple states should understand that testing policies can vary by location. Employers should stay current on the marijuana laws and regulations in their states and local jurisdictions.

“If an employee or an applicant tests positive for marijuana, employers should be mindful of ADA considerations in connection with medical marijuana use and proceed accordingly,” Rochester said. In states that have legalized recreational marijuana, employers can prohibit use at work or during work hours but can’t prohibit use outside of work. Some states, like New York, do not allow employers to test their employees for marijuana unless the role requires testing based on state or federal law. 

In 2022, HR departments will have to adjust their policies to recognize these complex changes in laws surrounding marijuana usage. 

In 2022, flexibility is key 

Flexibility is the thread connecting 2022‘s HR trends. The past few years have proved that companies must adapt to survive the constantly changing public health circumstances brought about by the ongoing COVID-19 pandemic. 

Furthermore, businesses have had to adapt their policies in response to growing social justice efforts and the dynamic needs of the labor force. Moving forward, HR departments should prepare to offer employees a wide range of options that accommodate their changing circumstances so they can focus on working toward the company’s goals. 

Skye Schooley contributed to the reporting and writing in this article. Some source interviews were conducted for a previous version of this article.

I ALWAYS like to think ahead. After seeing what's happening, I tend to extrapolate how things would be in the future. Here's what I see happening in HR in 2023.

Changing HR

During the past three years, I saw how the human resources (HR) function reacted to such change drivers as technology, information, climate change, geo-political dynamics, etc. The Covid-19 pandemic hastened the change, and geopolitics and supply chain disruptions made the change even more imperative for HR.

The long lockdowns pushed digital transformation at least three years into the future. The traditional brick-and-mortar businessmen woke up one day doing online business and e-commerce. The change in the way employees work altered the modus vivendi in worker-employer relations. Learning and development became online and on-demand. HR was leading the change needed by corporations and nonprofits to cope with crisis after crisis.

I've talked with a few chief executive officers (CEOs) and, although the trial size is small, the CEOs have similar observations — HR did well in 2020-2022, but they expect HR to do more in 2023 and beyond.

Here are a few of my conclusions: 1) HR was instrumental in the many (firefighting) coping mechanisms for organizations to live with Covid-19 and thrive — congratulations! but 2) the chief HR officer's (CHRO's) role should further evolve; and 3) HR should focus on organizational needs with long-term impact.

If HR is properly motivated (driven by altruistic motive), enabled (by the CEO), and focused (on critical issues with long-term organizational impact), it can truly make the most valuable contributions to the organization in 2023.

In the Philippines, there are a number of areas where HR can play a major role. Here are three of them:

Workforce ecosystem

For the longest time, HR focused on managing the organization's regular workforce. The purchasing department accredits, evaluates and manages job contractors. Functional heads hire and manage their specialist consultants, gig workers, project employees and other external contributors. Often, this results in inequities, unequal work distribution, pay differences, etc.

In 2023, HR should begin to manage the complex ecosystem of workers and integrate all forms of employees into the HR value chain. Some functional heads do not want HR to "meddle" with the way operating managers handle their employees. HR and line managers should realize the possible risk that the organization faces with HR being "hands-off" in managing non-regular staff.

Today, the nature of work has changed, and HR knows it best. Line managers must trust that HR can add value in managing regular and contingent workers so that they could more effectively complement each other. The organization should realize that there are aspects of work best done not by regular employees but by competent external contributors.

HR's best people practices can be extended to the management of contingent workers. On one hand, the organization can assimilate the expertise of these contingent workers. On the other, the contingent workers would be more motivated to provide value to the organization that they feel they are part of and where they are valued and treated with dignity.

CHRO's changing role

Somehow, the Covid-19 pandemic has forced the CHROs to wear many different hats. The CHROs must feel comfortable with this arrangement, as it will continue much longer than many expected.

I remember my friend, Ricky Vargas, who was once CHRO of PLDT. He left Citibank and joined PLDT primarily to spearhead organizational transformation. At one time, he told me that as PLDT's CHRO, he wore many hats and he dabbled in managing basketball, boxing, etc. at the national level. It made him a national figure and kept him happily busy beyond retirement.

Often, the CHRO is pushed into the spotlight during crisis situations. The CHRO leads Board discussions on policy, pandemic coping mechanisms, employee safety and productivity, and corporate social responsibility. Now that most large organizations are integrating environmental, social and governance (ESG) goals into their policies and programs, the CHRO has become the CEO's close adviser on ESG and related programs — i.e., on diversity, equity and inclusion (DE&I).

When CHROs think they know all the answers, suddenly somebody changes the questions. What started as D&I separately is now DE&I or simply DEI. With the long lockdowns and the work-from-home (WFH) and hybrid work arrangements, organizations now need to strengthen employees' engagement and sense of belonging. In 2023 and beyond, prepare to hear about DEIB — diversity, equity, inclusion and belonging.

CHROs must wear as many hats as possible, and often one on top of the other.

Strengthening leadership

Ensuring leadership continuity will be a major issue in 2023, as the Baby Boomers and Gen Xers are quitting from many organizations.

Elsewhere, the Great Resignation opened opportunities for young high-performers to get promoted to managerial posts. Due to talent shortages, less experienced candidates were hired for managerial positions.

Many CEOS believe that there is an urgent need to develop the next generation of leaders, while only a few CEOS think that they have a strong leadership bench. Added to this dilemma are the new skills required of managers now and in the short-term future, such as leading remote teams, managing hybrid work, the need for a more human-centric approach to people as organizations adopt new technologies and automate work, and the need to manage different types of workers in the emerging workforce ecosystem composed of regular and contingent workers.

HR must lead the reskilling and upskilling of leaders, particularly the first-line and middle managers, in the organization. HR must be adept at transmitting the key messages and listening to these leaders, and in helping them navigate operation and people issues. HR must do a lot of hand-holding with these young leaders to ensure that they learn and demonstrate critical soft skills like empathy, listening, getting feedback, and creating understanding with their subordinates.

CEOs and CHROs must understand that they need to invest in leadership programs that will deliver the right dividends in the future. They must develop and implement a no-nonsense succession planning system that can ensure the continuity of organizational leadership. Failing that, they could commit the same mistakes that the knee-jerk reactions to the Great Resignation spawned.

Conclusion

In 2023, HR will have major challenges and great opportunities. The success or demise of the CHRO's career rests in his/her own hands. With the help of the CEO, the CHRO can overcome the challenges, but he/she must first convince the CEO that he/she is the CEO's strategic partner, adviser, spokesperson, and perhaps confidante.

Here's my advice to HR professionals in 2023: 1) Build a resilient, agile and future-ready organization, starting with the HR organization; 2) shrug off any form of arrogance; train as many line managers as experts in HR; and 3) treat HR issues as organizational problems that need whole-of-organization solutions.

Ernie Cecilia is the chairman of the Human Capital Committee and the Publication Committee of the American Chamber of Commerce of the Philippines (AmCham); chairman of the Employers Confederation of the Philippines' (ECOP's) TWG on Labor Policy and Social Issues; and past president of the People Management Association of the Philippines (PMAP). He can be reached at [email protected]

© Provided by India Today Role of HR in promoting holistic skill development in the post pandemic world

The advent of artificial intelligence and automation has already triggered a rapid rise in the pace of changes across the employment landscape in accurate years. But the pandemic lent new wings to this transition by accelerating disruptions across almost all industries worldwide. 

As the traditional ways of doing business are upended by start-ups and other new-age enterprises, companies have been pivoting their operating models. Consequently, many legacy skills have little relevance in the changing business environment. Keeping this in mind, HR heads and other leaders have been placing a premium on the upskilling and reskilling of employees. 

ADDRESSING JOB DISRUPTIONS VIA RESKILLING

The World Economic Forum predicts that 85 million jobs will be disrupted by 2025 due to automation. Nevertheless, 97 million new jobs will be generated as the division of labour pivots between humans, machines, and algorithms.

Against this backdrop, company management and HR heads have realised the criticality of promoting skill development among employees, especially through upskilling and reskilling initiatives. As a result, learning and development (LandD) programmes have assumed more significance in the post-pandemic period as enterprises seek to augment the strength of their workforce while plugging its shortcomings. 

Conversely, reskilling is used to retrain employees for new roles by training them in some new skill or discipline. The significance of augmenting the skills of employees is highlighted by a PwC report that revealed 79 percent of CEOs were panic about the existing skills of their workforce and its ability to address evolving workplace needs. 

HR leaders will understand the importance of reskilling and upskilling since this is more cost-effective than hiring new talent, who typically seek to join at higher salaries. Besides boosting morale, reports reveal that employees given high-quality L&D opportunities perform better than untrained ones. 

Enterprises that retrain and upskill existing employees for new functions can then retain such staff for longer tenures while increasing their job satisfaction levels. Moreover, millennials and Gen Z cohorts prefer employers who invest in L&D benefits because it boosts prospects for faster career progression. 

ADVANTAGES OF RESKILLING AND UPSKILLING 

Enhancing employee engagement levels: In many enterprises, millennials comprise the majority of the workforce. For these young workers, professional development and career progression are crucial since it indicates their contributions are valued by the company. Companies willing to invest in the periodic skill development of employees win the confidence and loyalty of these young workers. 

Attracting and retaining top talent: Today, college students consider growth opportunities as one of their top priorities when seeking jobs. However, many students graduating from universities may lack specific skills, particularly soft skills, to hit the ground running when they join any organisation.

A dedicated onboarding program with training and development sessions can help in attracting and retaining top talent, who will be motivated by the opportunities to Excellerate their skills on the job. 

Boosting customer satisfaction levels: With periodic upskilling and reskilling programmes, employees can be brought up to speed on the current industry practices. Knowledge of the latest trends then empowers them to offer better service, increasing customer satisfaction. Happy and satisfied clients then display higher loyalty and bring more long-term value to brands. 

Increasing competitiveness: Through reskilling and upskilling programmes, employees become more proficient in their roles besides being able to view things from a holistic perspective. L&D training equips employees to work with an open, receptive mindset, learning to work around hurdles rather than simply going through the motions. This promotes better individual and institutional outcomes. 

Raising overall staff productivity: L&D programmes can be a tremendous motivator, encouraging employees to work more efficiently and with greater team spirit. In turn, this fosters better job satisfaction, increasing employees' sense of purpose, loyalty, and oneness with the organisation. 

In the post-pandemic phase, as some enterprises cut back on discretionary spending, it should be noted that their HR heads will be well placed to meet organisational objectives if the outlays and focus on Land D initiatives are maintained. In the world of constant innovations and disruptions, it's the best way to stay ahead of the technological curve. 

This article is written by: Ritu Agast, Director of Human Resources at Pearson India.

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The Office of Human Resources launched a new learning library to empower employees to take charge of their professional development and start their learning journey.

The online and self-guided learning library is organized into categories, or content areas, to help employees build their professional skill set. Each content area includes links to self-paced online courses, book and article recommendations, and other learning materials to explore at one’s own pace.

“The new learning library is designed to deliver employees quick and easy access to a variety of learning opportunities on commonly requested topics,” said Tiffany Lundy, associate director of learning and development. “It is a one-stop resource that can be revisited time and time again to expand on a specific skill or develop new ones.”

The learning library will be updated periodically and includes a monthly learning challenge to cultivate a continuous learning mindset, Lundy said.

Each month, human resources provides a new learning opportunity on a featured course and encourages employees to set time in their schedule to develop a specific professional skill. Each challenge includes a series of both independent and team activities.

Many of the learning resources in the online and self-guided learning library are from LinkedIn Learning, an online learning platform that offers video-based courses for professional development. All employees have free access to LinkedIn Learning content, which includes more than 8,000 courses taught in seven languages. It also offers robust learning paths and thousands of bite-sized videos for learning ‘in the moment.’