As more companies consider remote work, it brings discussions about employee experience and expanding DEI beyond the office as companies hire talent across geographies. Rick Hammell, CEO and founder of Atlas, discusses how companies can address these subjects across a wider geographical area.
Organizations are faced with the difficult balancing act of maintaining a strong value proposition with a positive employee experience, especially if economic headwinds gather momentum. One of the biggest questions organizations face is whether to bring employees back to the office or to continue with a remote or hybrid work model. The decision impacts discussions around employee satisfaction and retention, as well as the organization’s commitment to diversity and inclusion.Â
Most employees want remote work to remain an option. A recent Pew Research surveyOpens a new window found that 60% of employees would prefer to work remotely at least some of the time, even though COVID-19 is no longer a significant concern. This presents a major dilemma for many companies that want their teams on site, as they must find ways to attract and retain top talent while also addressing the needs of employees who want more flexibility. Not offering some degree of flexibility may be short-sighted for employers.
Expansion of Diversity and InclusionÂ
There is also growing recognition that diversity and inclusion are critical to business success. A diverse workforce promotes fairness and equality and brings a variety of perspectives and ideas that can drive innovation and growth.Â
However, discussions around diversity and inclusion are taking on new areas of focus beyond gender and race, such as hiring differently-abled people or different nationalities, as companies recognize the value in having talent from various cultures and backgrounds who speak other languages.
Each culture has nuances, and by welcoming different speakers into your company, you bring in a diversity of thought. Previously, organizations might have felt this approach was trendy. Still, early adopters have seen multiple perspectives enable a real boom in the think tanks of their organization.
Increasingly, companies will address diversity and inclusion by looking at their global footprint differently. Instead of focusing solely on office space, they are now considering how to expand their workforce to areas rich in growth and opportunity and also have a pipeline of talent.Â
As companies expand their talent search into international markets, an employer of record (EOR) platform is valuable in managing global talent. The need for an EOR will pick up steam in 2023 as it aligns with organizations’ diversity and inclusion plans and eliminates the barriers around setting up a global organization.
An EOR can assume the full responsibility of the legal employer, eliminating the complexity of managing an international team and taking on all the heavy lifting for organizations that want to move forward with hiring global talentOpens a new window . It manages all the compliance risks and handles all the complexities around onboarding and payroll without the need to set up its own legal entity — a costly and time-consuming process.Â
When it comes to DEI, an EOR provides an opportunity for talent that would not have been possible previously. These individuals will now be able to expand their portfolio and career options and have access to jobs that were not possible before.Â
See More: The Real Reasons Bias Is Affecting Your Diversity Recruiting Efforts
Increased Focus on Learning and Development
The Great Resignation of 2022 had a significant impact on how companies approach employee experience. Many employees were given a taste of the benefits of remote work, such as increased flexibility and autonomy. As a result, companies must now find ways to provide employees with a great experience, whether in the office or working remotely. This includes providing employees with the tools and resources they need to be successful, as well as fostering a culture of open communication and collaboration.Â
An investment in employee learning, development and training for managers is imperative in today’s workplace.
Employees want to take advantage of learning and development opportunities. They want to make themselves more marketable when and if the economy improves or if they must enter the job market. They want to be able to pivot to new roles as an organization’s needs change or if their current role is eliminated.
For organizations, providing ongoing learning and development opportunities should be part of a long-term play to connect employees’ skills to what is needed for the organization. This should be in anticipation of requirements for future growth or to embrace the emerging model of teams coming together to implement chief objectives or projects. Replacing traditional, static predefined roles with a project-based model enables companies to adjust quickly to economic change, customer demands and new opportunities. It aligns with the ability to leverage a global talent pool.Â
However, the dynamic project-based model will require new modes of learning and development to help employees learn new skills and get up to speed quickly. Technology will be critical in matching skills to what is needed for the endeavor of an organization.
Management training will have a higher optic, especially if there are ongoing layoffs. There will be a return to basics of ensuring managers are ready for people management, but also focused on how they can be inspirational leaders. It is no longer just about the logistics of being a manager but about inspiring the team. How do you build trust and confidence and find your leadership voice? How do you create those strong relationships with your team and engender trust and transparency?
See More: Why and How to Use Gamification for Corporate Learning and Development
The Right Tools Make All the Difference
The modern global organization requires tools that enable self-learning and allow employees to access video-on-demand programs to find the information they need quickly. Some organizations still use traditional tools built for the administrator rather than the employee. People want the “YouTube to Google†effect. They want content that is easily searchable and to be able to figure things out on their own.Â
The global organization requires a seamless, end-to-end experience for the user, whether for learning and development or other day-to-day practices within the company. Many organizations have bolted together disparate third-party systems for business operations, such as payroll and HR, to bring on board what they consider best in the breed. But the problem is that each platform has its own feel and requires its own log-on. The net effect is a disjoined experience for the user. Companies will need to build tools that integrate easily with other tools for that seamless, intuitive experience that users expect.Â
The winners in today’s environment will balance the needs of employees who want more flexibility with the organization’s needs. They will leverage an EOR platform to get the best talent and ensure their talent pipeline is ongoing. By looking at their global footprint differently and exploring a variety of workplace models, companies can maintain a strong employer value proposition and prepare for economic headwinds while also promoting flexibility and inclusivity.Â
What steps have you taken to address DEI as you expand your footprint across wider geographies? Let us know on FacebookOpens a new window , TwitterOpens a new window , and LinkedInOpens a new window .
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