One of the challenges for the HR department in the future will be the provision of flexible work arrangements. After the beginning of the pandemic, it has become clear that a hybrid workplace is key for organizations to ensure continued operations in the midst of challenges. Employees are now aware that they can work from their homes or the office, and they may need to be given chances to choose their options (Lenka, 2021). The HR must consider developing a comfortable and flexible working schedule and focus on productivity rather than the traditional office working schedules. Flexible working schedules and environments can enhance recruitment and retention of the best talents, boost the company’s diversity efforts, inspire ethical behavior, and assist the organization’s efforts toward social responsibility.
Many individuals are now preferring to experience flexibility and comfortable work-life balance as part of job offers. Employees are likely to be more loyal to the organization if they are allowed flexibility. However, providing flexible work environments involves paradigm shifts that may be difficult for some organizations, including small businesses (Lenka, 2021). The changes required to establish a hybrid workplace include a good budget, technology, great management and arrangement to ensure continued communication regardless of the location of a worker.
The challenges in creating a flexible workplace can involve maintaining relevancy to the workers’ preferences and focusing on the specific needs of different groups of employees without appearing to be discriminatory. Communication is always a top requirement for hybrid workplaces to ensure all arrangements are recorded and executed effectively. Creating flexibility can involve eliminating programs that are not useful to employees, leading to losses of associated benefits (Lenka, 2021). The HR must perform research to ensure employees are consulted and prioritized before making critical decisions that may impair or enhance their morale. If there is resistance from top management or proximity bias and lack of teamwork, it may be difficult for the HR department to execute its mandate.
The second challenge will be retaining, compensating and rewarding top talents. Retention of employees may become difficult for HR departments due to changes in employee needs over time. While changes are always needed, there are best ways of achieving promotions rather than using examination and seniority. Companies will need to base their agendas on efficient and more flexible models. Effectively defined targets shape novel appraisal models, and constant feedback will be critical.
The third challenge will be the ability to develop future corporate leaders. Companies are always looking for those who will fill crucial positions in the top ranks when those under leadership positions will no longer be available. There will always be a challenge to find good, motivated leaders willing to display their loyalty to an organization for long-term contracts (Schoemaker et al., 2018). The HR will be forced to establish ways to get the top talents, train and retain them by remaining competitive in the industry.
Different companies are changing their work environment to ensure workers experience is appropriate. Ritz-Carlton Hotel Co. and Merck Sharp & Dohme Argentina, Inc. have initiated changes to create better conditions for employees free from authoritative leadership that restricts creativity. Merck Sharp & Dohme Argentina has changed its approach to leadership by training employees to communicate openly and ensure they enjoy a sense of belonging in the business (Paine & Hogan, 1997). The company is well prepared to attract and retain talents and develop future leaders. The planning is done by changing the organization’s culture to ensure employees feel comfortable executing their duties. New performance appraisal methods and training have been established to ensure employees shift their approach to align with the business’s strategic goals. In Ritz-Carlton Hotel Co, there is training, good compensation plans and educational opportunities to develop and retain employees (Sucher & McManus, 2001). Additionally, the company ensures employees are free to provide suggestions and comments about what needs to be corrected to enhance working conditions. All workers deserve to be treated fairly by recognizing their diversity to ensure there is no discrimination during transitions in workplaces.
The two organizations mentioned above have not embarked on creating hybrid workplaces. The human resource departments should ensure employees have flexible working schedules and allow remote working. Such activities require resources that the organization should mobilize and consult experts to ensure that the HR has provided a suitable environment for workers. Merck Sharp & Dohme Argentina, Inc. should allow employees further their studies at different institutions and get flexible working schedules to perform duties outside the workplace.
References
Sucher, S. J., & McManus, S. E. (2001). The Ritz-Carlton Hotel Company.
Lenka, R. M. (2021). Unique hybrid work model-The future of remote work. PalArch’s Journal of Archaeology of Egypt/Egyptology, 18(7), 2687-2697.
Paine, L. S., & Hogan, H. (1997). Merck Sharp & Dohme Argentina, Inc.(A). Harvard Business School Case, 398-033.
Schoemaker, P. J., Heaton, S., & Teece, D. (2018). Innovation, dynamic capabilities, and leadership. California Management Review, 61(1), 15-42. Web.