The pandemic has challenged our daily lives, and the world of work is no exception. In this article, I share some of the most relevant signals that are shaping the new landscape of the world of work.
Priorities are changing. After more than a year navigating such a changing landscape, we observe that the pandemic demanded a shift in organizational priorities for human talent management. Consequently, tactical issues such as employee well-being, remote work or distance management, and communication have become a daily activity, displacing other strategic topics, like everything related to reskilling (Recruitment) professional of employees and strategic talent planning of the organization (e.g. succession planning, talent retention, talent attraction, among others).
Another sign we observed in the market aligns with the increase in people changing jobs. We understand that the pandemic paralyzed decisions for almost a year and a half, as very few people dared to make major changes due to the uncertainty of the environment and the unknown nature of the situation. Therefore, it can be assumed that postponing decisions leads to a desire to make up for lost time. We could also add that the pandemic gave people time to think and reflect on their lives and the world differently than they viewed it before the pandemic began.
The new hybrid model for returning to the office. Remote work, implemented as a result of the pandemic, presents us with new signs of change for organizing the return to workplaces. This change involves a hybrid model (remote and in-person work), which is already beginning to set the guidelines for returning to the office. We are starting to read some news reports indicating the end of fixed desks in the office. We are starting to hear about the model ‘hot desking’, which is not a new one, as it is widely used in spaces ‘co-working’, but it is beginning to be a model to be introduced by large companies, with advantages for returning to workplaces. The ‘hot desking’ model (hot desks) allows you to see the available workspaces/places on a daily basis through an application, and the employee reserves a workspace based on their needs, which varies depending on the availability of free spaces on the day.
More and more organizations are currently working to combine virtual and physical worlds, building what they call “real virtual environments.”.
Increase the regulatory framework. On another note, we can say that during these months we have witnessed several changes or new laws affecting labor regulations. In this field, we must highlight the Law on the Promotion and Regulation of Teleworking, which allows work to be performed, totally or partially, outside the physical premises provided by the employer, primarily using information and communication technologies, whether interactively or not (online – offline). This is undoubtedly a clear sign of flexibility and adaptation to the new forms of work imposed by the new business landscape.
Warning signs in employee mental health are increasing. We must acknowledge that the Covid-19 pandemic has had a significant impact on people's mental health. According to reports from the World Health Organization, stress, anxiety, and depression have increased compared to previous years' indicators. This impact has been greater among the young workforce. Without a doubt, this requires us to reflect on the need to innovate in the care of human talent within our organizations (for example, by adding mental health services, telemedicine, anti-stress programs, and/or providing financial support to help cover the expenses that this situation entails, among other alternatives).
Big impact on the global job market. In January of this year, the International Labour Organization (ILO) published the seventh edition of its report on COVID-19 disease and the world of work. According to this data, over the past year, the amount of working hours globally was reduced by 8.8%, the equivalent of 255 million jobs. According to studies conducted by Advice, concerning the Uruguayan labor market, the pandemic has generated one of the greatest drops in labor demand with no precedent. Nevertheless, in July 2021, labor demand was 81%higher than it was in the same month of the previous year. This allows us to visualize clear signs of improvement in the labor market.
To conclude, I would like to emphasize that, while organizations were forced to adapt to the accelerated changes of last year (2020), it is necessary to consider market signals to achieve the sustainable transformation goals imposed by the new business landscape.
by Maximiliano Martucci | Commercial Director
