2022 was a volatile year for HR & workforce
People began making choices, more than anything. Due to the pandemic, all of us adapted to options that our work lives did not have room for earlier – choosing meaningful work, choosing to work closer to family, choosing our own pace of life, and so on. What had always been an employer’s market turned into an employee’s market.
The layoff pattern is a complex problem that has more than one cause. A significant tech boom led many organisations to start hiring more proactively, some of it due to poor planning. In some cases, organisations tried to chase unrealistic product ideas, and people were affected when they realised the lack of potential. It may even have been due to underperformance, but there, the focus should be directed toward building capability and competence.
2023: Will it be a turmoil again or peace?
I don’t expect it to be entirely peaceful. Geopolitical and economic events have a bearing on the workplace. That is the reality. It is going to be a period of change, and organisations will need a deep understanding of the needs of the team members, and how to work with it all. It won’t be easy, but there need not be turmoil unless we refuse to transition. We have now moved from remote to hybrid to trying to force people to come to the office to other flexible formats of working.
It is going to be a period of change, and organisations will require a deep understanding of the needs of the team members, and how to work with it all
While overall improvement of employee experience is a given, capability building will go through a lot of shifts. In order to endure, organisations will need to intentionally build competence and leadership, and let go of old habits that are just ticks in check boxes. Organisations of the future will be communities of shared purpose, seeking to meet the aspirations of people. And leaders will be required to make this happen.
Countering employee burnout
While burnout is the result of an overload of work, the question is also about meaningful work. “Does the organisation I work for have a purpose beyond being profitable?” If there is context shared with team members, and they are in alignment with this collective purpose, and also willing to listen and make changes, then one will steer clear of burnout.
At an individual level, there has to be role clarity, clear prioritisation, conducive work environment, and recognition for the work done. These are very important to continually generate inspiration. Inherently, such organisations will not let employees head towards burnout. The focus should be on creating such organisations.
33 leaders predict the upcoming trends for 2023. To find out more click here.
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I agree with the importance of organizations becoming communities of shared purpose. In today’s business landscape, organizations need to have a clear purpose that aligns with their stakeholders’ values and aspirations. By doing so, organizations can create a motivated workforce, attract top talent, and build stronger relationships with their customers and stakeholders. However, creating such a community requires more than just a mission statement or a set of values; it requires a deep commitment to transparency, collaboration, and accountability. Leaders must prioritize long-term health over short-term profit and be willing to listen and learn from their stakeholders. I believe that organizations that embrace this idea will not only be more successful but will also play an important role in creating a more sustainable and equitable world.