The move into a 'split' workforce of in-house and remote workers is the biggest challenge facing the workplace as we enter the second year of the pandemic. There will be some jobs that will be less in demand and at the same time, millions of jobs that will be more in need.
Many people are asking themselves, “how will these changes impact workplace culture?" “How will the split strengthen or weaken workplace culture? Will there be less cohesion among workers? Will workplace culture train younger workers as future leaders if more seasoned workers are rarely in the office? Will this impact day to day operations and workforce readiness?”
Others are wondering, ‘how will an organization maintain the advances that marginalized employees have made and ensure there remains a pipeline of talented workers to move up the ranks?”
There are also concerns regarding if employees will be as engaged and loyal as prior to the pandemic? For instance, will they want to stay at a job for 3-5 years? Many young people think nothing of leaving in 1-2 years as they have learned the job and can advance quickly in another organization. Further, job seekers are using remote work as leverage during onboarding negotiations, as less commuting time and cost has been experienced as an increase in salary.
Essential workers are often lacking secure benefits, ability to move up the career ladder, and better pay. Therefore, how do employers show their commitment to their needs and treat them as if they are critical to the economy?
Employee Assistance and Human Resource departments will need to be more equipped than ever to handle the increase in mental health and substance abuse issues that were seen during the pandemic.
The social justice and civil unrest over the past year has forever changed the boundary between political engagement and corporate culture. Thus, how do leaders show compassion and empathy for those struggles while maintaining a productive workforce?
We have to consider multiple needs such as employees, clients, the government, private sector, small businesses and the global economy in order to shift to the new normal and keep business running in the most efficient way possible.
Kay Gimmestad, LCSW-C is a business coach and clinician in New York City with 20 years of experience working in the profit and not for profit sectors of Human Resources, Health and Human Services. She has built a reputation for being highly skilled in facilitating behavior change while working with employees, both individually and in groups, on matters relating to performance management, substance abuse, crisis intervention, and stress/wellness.
Many people are asking themselves, “how will these changes impact workplace culture?" “How will the split strengthen or weaken workplace culture? Will there be less cohesion among workers? Will workplace culture train younger workers as future leaders if more seasoned workers are rarely in the office? Will this impact day to day operations and workforce readiness?”
Others are wondering, ‘how will an organization maintain the advances that marginalized employees have made and ensure there remains a pipeline of talented workers to move up the ranks?”
There are also concerns regarding if employees will be as engaged and loyal as prior to the pandemic? For instance, will they want to stay at a job for 3-5 years? Many young people think nothing of leaving in 1-2 years as they have learned the job and can advance quickly in another organization. Further, job seekers are using remote work as leverage during onboarding negotiations, as less commuting time and cost has been experienced as an increase in salary.
Essential workers are often lacking secure benefits, ability to move up the career ladder, and better pay. Therefore, how do employers show their commitment to their needs and treat them as if they are critical to the economy?
Employee Assistance and Human Resource departments will need to be more equipped than ever to handle the increase in mental health and substance abuse issues that were seen during the pandemic.
The social justice and civil unrest over the past year has forever changed the boundary between political engagement and corporate culture. Thus, how do leaders show compassion and empathy for those struggles while maintaining a productive workforce?
We have to consider multiple needs such as employees, clients, the government, private sector, small businesses and the global economy in order to shift to the new normal and keep business running in the most efficient way possible.
Kay Gimmestad, LCSW-C is a business coach and clinician in New York City with 20 years of experience working in the profit and not for profit sectors of Human Resources, Health and Human Services. She has built a reputation for being highly skilled in facilitating behavior change while working with employees, both individually and in groups, on matters relating to performance management, substance abuse, crisis intervention, and stress/wellness.
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