San Francisco, CA, December 8, 2021 – BeyondHQ, the leader in digitized workforce and workplace planning, today announced the top strategic workforce trends facing HR leaders in 2022. The ongoing disruptions to business models and operations caused by the pandemic, the transition from fully remote to hybrid work, and the changing power dynamic between employers and employees are driving new approaches to hiring and retaining employees and addressing the growing growth skills shortage.
In the coming year, HR leaders will put greater emphasis on flexibility, agility, and diversity in workforce and workplace management and a greater reliance on data-driven intelligence in hiring and location planning.
“The Next Industrial Revolution is here and is defined by the transformation in which talent, more than capital, becomes the most critical factor for business,” said Jeff Goldman, COO and Co-founder of BeyondHQ. “As we begin our journey into this new revolution, employers, individuals, and the government need to come together and make the changes necessary to enable businesses to become more employee-friendly and more profitable – at the same time.”
Key workplace trends according to BeyondHQ that will have the most significant impact on businesses in 2022 include:
Workers in tech-enabled companies are demanding — and getting — greater empowerment, choice, and flexibility in the workplace. In the coming year, forward-thinking organizational leaders will tackle the challenging issues around where, when, and how to scale their workforce and workplace. Decisions about location planning will focus on enabling hybrid work models, shifting away from high CAPEX spending on centralized headquarters to distributed, lower CAPEX solutions, including the use of employees’ homes, regional hubs, and co-working spaces.
“As a result of the pandemic, a growing number of companies have shifted to operating with hybrid and remote workforce models and geographically distributed teams,” said Goldman. “This transition will continue well into the future, enabling businesses to optimize their physical footprint and resulting costs, and opening up the talent pool to a broader range of people across different markets.”
Today’s organizational silos that drive annual planning and other workforce and real estate decisions will lead to a collaborative, continuous, and agile approach. HR and Real Estate will work more closely with all other departments to ensure a genuinely collaborative cross-functional approach to evaluating where, why, and how to scale the organization’s workforce.
“Employers recognize that ‘where’ work gets done is increasingly geographically distributed, and this distribution will change more often than it has before,” said Goldman. “Moving away from static, once-a-year plans, to a model where they continuously track and compare talent availability, costs, business environment, quality of life, and location-specific activity globally will give employers a competitive edge.”
Mental Health and Well-being
Mental health and well-being are no longer seen as optional, peripheral benefits for the workforce but as essential attributes. In the coming year, we’ll see this important aspect of the overall employee experience redefine what productivity is and how it will be tracked.
Workforce diversity that encompasses gender, race, age, and socio-economic strata, will become a more existential necessity, powering competitiveness and business growth. More companies will expand their focus on diversity, which will help drive significant and much-needed changes in talent analytics and recruitment strategies company-wide and on a global scale.
“A growing number of employers will begin to commit to truly investing in workforce diversity and even demonstrating that investment to employees, customers, and society,” said Goldman. “The benefits will outweigh any costs of the initial investment — many studies and much data already bear evidence of this. As work goes global, this investment will become even more critical.”
Digital innovations impact every aspect of a company’s operations, and the HR technology stack will look very different in the coming year and beyond. Whether it is machine learning to help understand trends in global supply and demand of skills and movement of talent, AI-powered chatbots, and digital support tools for employee wellbeing and experience new forms of measuring productivity with a workforce consisting of digital nomads, employers will embrace a more significant infusion of technology-powered processes in every aspect of operations.
Worker Skills and Experience
Many companies are already looking at potential hires based on a combination of skills, not necessarily all acquired through a traditional four-year college. Soon, the war for talent will be based on skills and potential rather than strictly on college degrees. Online education, rapidly changing job requirements, and technological change will all reward creative approaches to upskilling, and employers will begin recognizing this to ensure they don’t miss out on top workers.
Trier and Company for BeyondHQ