19 www.ortrucking.org Issue 2 | 2023 Recruiting— Competition for people and skills continues. Sourcing strategies are insufficient for finding the skills they need. Employers will need to tackle the question of whether college degrees are really needed or not. Many organizations are actually screening out hundreds of skilled applicants due to this required qualification. Onboarding— This HR activity has been in a chaotic state of flux for a few years now, and it’s showing! Employees found their onboarding experience to be stressful and that onboarding wasn’t personalized or structured to help them reach productivity in their role. Employees felt they’d been left isolated or alone during their onboarding and their onboarding made them question their choice in jobs— pointing back to our statistic on those misleading job descriptions. Wellbeing— We have all been hearing about the high need for more education and understanding the role mental health is playing in our workplace. Wellness also encompasses other elements such as physical, emotional, financial, etc. Employers have to be intentional about what they are doing and why in this space. Just offering a new benefit or making telehealth option available is not enough. Organizations cannot have a one size fits all approach. Tailor your approach, policies, and practices to the unique needs and characteristics of your organization and people. Reshaping Workplace Learning— HR will reinvent employee development strategies and bring learning into dayto-day work. Closing the skill gap is one of the critical ways for HR to make a difference in their organization. In 2023, the focus will be more on strategic learning—the training of skills aligned with the capabilities the organization needs to be competitive. This can include hard skills, which are more technical, and soft skills, like communication, time management, and analytical and critical thinking skills. Strategies such as microlearning, micro-mentoring, and performance coaching will be used. Future of Work— The discussions continue regarding hybrid and remote options for positions and workers—work arrangements that work for everyone. In addition, there are rumors afoot about the benefits of a 4-day workweek and how it might benefit employee attraction, retention, and wellness but of course productivity and customer needs have to be addressed. HR Listening— HR will play a role in listening to the employee voice, which is becoming increasingly important for organizations with hybrid and remote working policies. Employees want to share what is working and what is not, what they need, how they are willing to contribute beyond the job and more. HR will have to adapt to the preferences and adjust policies to give their Millennials and Generation Z employees the flexibility and collaboration they crave. HR will also help build soft skills, including empathy and active listening amongst its leadership population, as employees look to their leaders as a trusted source of information. Information gathered from Connecteam, Gartner, Academy of Innovative HR, Cezanne HR Research, Lattice, Udemy, Northumbria University and SHRM. Article provided by HR Answers. Have questions? Check out their website at www.hranswers.com or contact them at info@hranswers.com or 503.885.9815.
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