Source | www.hrkatha.com | HRK News Bureau
The year has presented discontinuities that have impacted everyone without exceptions. However, this has also resulted in creating opportunities to overcome and recalibrate ways of working. At the workplace, resilience and appreciation demonstrated by organisations, their leadership and workforces have been the key defining elements in handling the disruption presented by the pandemic. Enterprises have been tested on what they stand for— their visions, values and organisational culture. Policies and processes have been validated and course correction initiated. The spotlight now shines directly on leadership behaviour at all levels. The skill to adapt and manage, move goalpost scenarios, and come up with out-of-the box solutions has stood organisations in good stead. The ability to maximise more for less, and ensure business continuity tempered with empathy, integrity, and customer orientation has ensured survival and growth in these challenging times.
The area which really needs to be relooked at is complacence and reticence in taking ‘on-the-go’ calls. Leaders need to be agile and quick footed in anticipating and adapting with minimum turnaround time. Confident, capable and competent leadership is a prerequisite. A digitally native workforce, well trained in internal and external customer management, with the ability to manage ambiguity is essential for success.
HR has shown great agility and business acumen
The synergy among the functions in a business was one of the key enablers in effective handling of business operations during the pandemic. The HR function has helped manage the linkages and handoffs seamlessly. This is because HR has evolved over the years, from being just an administrator of policies, payroll and compliances, to a trusted business partner. Today, HR has a better understanding of the levers of business and the impact of a high-performing workforce in an organisation’s growth