In light of COVID-19, the opportunity (and risk) may never be greater for organizations to transcend this paradox and see possibility in what lies ahead. As the pandemic resets major work trends, HR leaders need to rethink workforce and employee planning, management, performance and experience strategies. The COVID-19 shift: COVID-19 put the spotlight on the CHRO and the HR organization, just as the 2008–2009 recession did for the CFO and finance function. He currently leads the US Consulting Future of Work research and practice; he is the co-founder and was the US lead partner from 2016-2019 for Deloitte Catalyst in Tel Aviv (the US-Israel Innovation Tech Terminal), and he has been the global editor and senior researcher for 10 years of Deloitte’s Global Human Capital Trends report, one of the world’s leading annual reports on the future of the workforce, organizations and HR, which he started in 2011. The COVID-19 shift: COVID-19 proved that generalizing by age alone can lead to incorrect conclusions. But as the pandemic progressed, buyers flocked online to … As the pandemic subsides, there will be a similar acceleration of M&A and nationalization of companies. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the "Deloitte" name in the United States and their respective affiliates. The COVID-19 shift: COVID-19 put well-being front and center for organizations as physical, mental, and financial security became paramount. Now is not the time to pull back on workforce development efforts, but instead to double down on commitments to building a resilient workforce that can adapt in the face of constant change. He has authored and contributed to more than 40 articles for the Wall Street Journal, the Deloitte Review, the MIT Sloan Management Review, the Rotman Management Review (at the University of Toronto), and Wired Magazine. Engage task workers in team culture and create a culture of inclusiveness. The economic uncertainty of the pandemic has caused many workers to lose their jobs and exposed others for the first time to nonstandard work models. In those where it was, the crisis highlighted the digital divide within countries, across regions, and in rural communities and urban digital deserts.4 In those where the technology has been available, one of the biggest barriers was the difficulty of building models to integrate humans with those technologies: to create new habits and management practices for how people adapt, behave, and work in partnership with the technology available to them; to fulfill distinctly human needs such as the desire for meaning, connection, and well-being at work; to maximize worker potential through the cultivation of capabilities; and to safeguard ethical values. Master your role, transform your business and tap into an unsurpassed peer network through our world-leading virtual conferences. Copy a customized link that shows your highlighted text. Erica Volini, a principal with Deloitte Consulting LLP, is Deloitte’s Global Human Capital leader. As organizations looked to adapt their ways of working in response to the crisis, they found that, in many—though not all—parts of the world, technology was not the greatest challenge. New possibilities: As they stage the return to work, organizations should seize this opportunity to step back and make sure that they are creating clear connections across individual jobs, team objectives, and the organization’s mission. When evaluating those principles, the conversation should not be limited to market value, but should also account for human value in the form of purpose, fairness, transparency, growth, and collaboration. A recent Gartner poll showed that 48% of employees will likely work … Get actionable advice in 60 minutes from the world's most respected experts. Shannon Poynton is a manager in Deloitte Consulting LLP’s Human Capital practice with nearly 10 years of experience advising global clients on complex organization, workforce, culture, and strategic change solutions. “D&I leaders will need to be involved in role design and creation of flexible work systems to ensure that employees of all backgrounds and needs are considered when the organization designs new workflows,” said Ingrid Laman, Vice President, Advisory, Gartner.