7 HR Priorities for 2021

7 HR Priorities for 2021

New Year's resolutions are often good resolutions. 

It will not have escaped your notice that after VIDOC the world of work will never be the same again. Acting as a catalyst for pre-existing trends, VIDOC has nonetheless generated a variation of the notions of well-being, transparency, inclusion, anti-discrimination, etc. 

As a subject that was prevalent before the crisis, well-being in the workplace is becoming essential and a priority. With it comes the notion of preserving health (both physical and mental), life forces, privacy, data and cash flow. If 2021 promises to be a year of hope, with a vaccine against the virus in the line of sight, the emerging year is likely to be complicated. But even in the face of adversity, one watchword for the company in order to nourish its employer brand: never give up

Recognition and Collective Intelligence: From HRD to Head of People

The subject ofa rise in competence of the HR function towards a more strategic position and no longer a simple administrative function annexed to companies is not new. 

Yet the traumatic episode of 2020 could well, with the digitalisation of human resources, mark a turning point in the humanisation of the relationship with employees and new recruits. And it's urgent, as 46% of respondents say they are less committed, while 48% find that their work has lost meaning, according to a recent survey by Welcome To The Jungle. 

In 2021, more than ever before, we will need to be attentive and a good listener. In order to reassure and empower teams, it will be necessary to be able to respond quickly to expectations, questions and doubts. 

The idea is to give the HR function a more transformative focus towards employees - in the spirit of mentoring - so that personal goals and corporate ambition become one. The aim will therefore be to support employees' skills development in order to guarantee their employability and to help them develop their potential. 

It will also be a question ofaccompanying managers so that they become coaches, authentic and trustworthy supporters rather than mere authority figures . A manager should not only be there to sanction but also to support, grow and reward employees. 

Distancing for a new frontier 

COVID has allowed large-scale experimentation with teleworking... healthy but forced. With it, the boundaries of time and space were shattered. 

Working at a distance implies a new internal organization and above all a new temporality for communication moments (asynchronous communication, time flexibility). 

If telework remains at the exclusive discretion of the employer and must be based on a double voluntary basis, it is the promise of greater autonomy for the employees and a seductive argument for the company itself with regard to future candidates. 

But in order not to encroach on his private life, its implementation must be done with method and consultation. Work can thus be carried out at home, but also in satellite offices or third places (coworking, hybrid meetings in hotels, etc.), close to the employee's home.  

Two impassable boundaries remain: the protection of the individual and the protection of company data. 

Finally, fairness is a component that should not be underestimated in the face of employees whose work cannot be done remotely for most or all of the time. 

For more information, please consult our Guide to telework management (40 pages of advice and a concrete action plan).

Preserving collaborative health: a top priority

Over the past year, many companies have deployed telephone support cells and a wealth of ingenuity to urgently alleviate the psychological distress of the most vulnerable employees. But after shock, astonishment and emergency, comes the hour of resilience - from the Latin verb resilire, etymologically "to leap back" - and to do so, companies must set up adapted, sustainable and employee-approved or even professionalized structures. It is therefore a question of organisations freeing up the word around physical as well as mental health. After last year's inclusion of people with physical disabilities, 2021 may well see the integration of people with mental health problems - still taboo in our societies today - take hold.

To be attractive, the employee must feel welcome, supported but also safe in the face of the calamities of daily life.

Employers need to keep the workplace safe from viruses, noise (from corridors and other fake news) but also from tyrannical management or toxic behaviour. The aim is to lay the foundations for a work environment that is a vector of psychological safety, at a time when the number of people in a depressed state has doubled, from 10 to 21% according to Santé Publique France. However, in the face of the hegemony of "name and shame" on social networks and the rise of rating sites à la Glassdoor, any evidence of a bad experience (management, atmosphere, team, process) can be costly to the company, and by extension to its employer brand. According to an internal study of the site, 86% of employees and job seekers give opinions (between 4 and 5) before making their final choice of company. 

Towards a more event-driven approach to coming to the company

From a more or less routine daily life, more or less well lived by the power games that take place there or the pressure felt, the arrival in a company is brought post-Covid to become the exception

But to bring back the most recalcitrant, we might as well combine business with pleasure. 

It is up to companies to design pretexts for visits (as they do in retail outlets with animation and entertainment).

The company's headquarters could therefore return to its roots: a space for socialization above all . A place that would favour the holding of internal events (conferences, seminars, workshops, team-building, training courses) or even mutual aid and mentoring. 

A new agora with free speech and feedback while being respectful of individualities. 

Technology for a better understanding of expectations 

Artificial intelligence, a leading technology in the disruption of the HR sector, is emerging as a means of automating certain time-consuming tasks and optimizing recruitment processes. It may also provide an opportunity to thoroughly review the decision-making circuits in order to streamline and accelerate the action.

Alongside this, virtual reality could make it possible to recreate the conditions of the face-to-face interview while adding a layer of information to help understanding. 

The rise of these technologies in the workspace will enable additional data to be collected and more refined analyses to be derived. 

But there are other ways to trace this Smart Data, far from it. 

Having a platform that centralises employee data and all the feedback from the past year - while being able to be effortlessly added to any HRIS - like Elevo will allow you togo even further in customising the employee's career path, from onboarding to departure

And always in spite of everything... a good dose of optimism for oneself and for others...

Faced with an Annus Horribilis like 2020,the HR functions were able to demonstrate their resilience and to switch entire teams to teleworking in an emergency. For Mckinsey, the ordeal we faced last year enabled us to make a 5-year digital transformation voucher in the space of 3 months

It was said to be rigid and siloed, the HR function has been able to adapt to the changes of a VUCA world. It was said to be resistant to the dispersion of teams, but it has been able to develop its remote management skills through teleworking. 

All these elements suggest that all may not be lost for 2021, and even, like the Pantone Color Institute, that the new year holds the promise of well-deserved optimism . ‍

The guide to telework management

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7 HR Priorities for 2021

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