Remote Work and Profitability
It can be assumed that the profitability of companies is directly correlated to where employees work. The profitability of companies with engaged employees is 21% higher than that of those without engaged employees and has no stake in the organization’s success (Chanana, 2021). Isolation has led to a loss of consistency in interactions and hindered work processes precisely when quick solutions are needed for business survival.
Other burnout factors, previously familiar mainly to freelancers and the self-employed, have become an unpleasant reality for most teams. However, scientists noted that remote workers took fewer breaks and sick leaves, made more calls, and were generally more satisfied with their work (Chanana, 2021). Thus, it can be argued that employees’ emotional satisfaction level increased, which was reflected in the financial results.
The Role of HR Manager in the Management of Personnel Remotely
A distant work environment differs from a usual office one, and managers must adapt and change very quickly. In this case, the HR manager is the organization’s first point of contact for dealing with the transformation. Involvement on a remote site has nuances because it is impossible to understand the mood of employees, and regular monitoring of the situation is simply unavailable (Adisa et al., 2021). Frequently, a decline in productivity and concentration is merely the result of stress that neither HR nor the administrator may be mindful of. Therefore, HR must find new ways to expand communication channels and information exchange.
Ways to Increase the Involvement of Employees in the Work Process
Any engagement should be sustained and enhanced, regardless of the employment design. Currently, the most prevalent method to gauge engagement is the Q12 survey from the Gallup Institute of Public Opinion (Pass & Ridgway, 2022). It allows a manager to see the overall situation and identify points that need reinforcement. Moreover, the primary tool for increasing and measuring engagement remotely is automation. Employees should be able to communicate quickly and provide feedback online, ensuring their involvement in the process.
The Nature of Managing Employees with Emotional Problems
Research shows that social isolation is associated with adverse health outcomes, including depression, sleep quality, cognitive decline, and immunity. Such employees are more likely to become ill and experience burnout more quickly, which results in lower engagement at work (Maleh, 2023). Feeling lonely increases the desire to quit, and disengagement reduces employee accountability.
The opposite is true: when people feel a sense of belonging, they are more productive, motivated, and engaged. Getting employees involved remotely is difficult because they’re physically absent (Maleh, 2023). However, all managers need to make an effort and make a difference in their work processes. Implementing automation and enabling employees to develop and engage remotely provides every opportunity to rekindle the interest of employees who perform their duties from home.
HR Ideology
For decades, people have lived in the paradigm that no irreplaceable employees or companies do not need a person, only the results of their work. Nowadays, the world is shifting to a unique ideology, Human to Human. It focuses on the person oneself, a balance of professional and personal growth, open dialogue between the employer and employee, and the ability of a business to inspire (Kooth, 2022). It is a trend in employee management, so studies emphasize the value of every individual in the company and suggest that this is the paramount quality leading to success.
Trends in Pandemic Management
The pandemic has impacted the job market, but all of the major trends have been driven, to some extent, by technological advances. These are automation, the robot revolution, retraining, telecommuting, analytical thinking, creativity, and flexibility. The coronavirus pandemic is currently the primary external factor that forces enterprises to adapt their business processes (Soutar, 2023).
First and foremost, this applies to both internal and external communications. If, in the first wave of the pandemic, medium and large enterprises were limited to quick schemes for changing business processes, then in the fall, it became clear that they would have to change their models substantially.
HR Management Methods
The resurgence of digital technology demands the same instantaneous adaptation and evolution of current HR work knowledge and techniques in a pandemic context. Digital technologies are developed to support an institution’s ever-changing strategy for hiring, managing, and retaining people. The industrialization of numerous procedures, increased operational speed, various credentials, and flexibility are currently essential (Galanti et al., 2021).
However, the rapid changes dictated by the pandemic account for the disadvantages of digitalization during such a period. They are as follows: the increasing sophistication of the administration procedure, the shortage of competent employees dealing with HR digital technology, and the immense volume of collected data.
Talent and Innovation During Remote Work
The talent search is simplified by working remotely, and companies are no longer tied to a particular geography. The resources that can be accumulated, reducing administrative and office rental costs, will need to be allocated to programs that support employees’ mental health (Claus, 2019). The business will become more conservative, manifesting itself in particular attention to expenses. Financial issues take a back seat, which undoubtedly helps to focus on the more creative aspects of activities and innovations.
References
Adisa, T. A., Ogbonnaya, C., & Adekoya, O. D. (2023). Remote working and employee engagement: a qualitative study of British workers during the pandemic. Information Technology & People 36(5), 1835–1850.
Chanana, N. (2021). Employee engagement practices during COVID‐19 lockdown. Journal of public affairs, 21(4), e2508.
Claus, L. (2019). HR disruption—time already to reinvent talent management. Information Technology & People, 22(3), 207–215.
Kooth, A. (2022). Talent management. What is a psychologically safe workplace and how does it help you retain talent? HR Grapevine.
Soutar, L. (2023). Gartner HR insight: The trends set to shape the workplace in 2023. HR Grapevine.
Galanti, T., Guidetti, G., Mazzei, E., Zappalà, S., & Toscano, F. (2021). Work from home during the COVID-19 outbreak: The impact on employees’ remote work productivity, engagement, and stress. Human Resource Management Journal, 63(7), e426.
Maleh, L. (2023). Soundbites: January/February 2023. Recruiter.
Pass, S., & Ridgway, M. (2022). An informed discussion on the impact of COVID-19 and ‘enforced’ remote working on employee engagement. Journal of public affairs, 25(2), 254-270.