It's been three years since COVID-19 came into existence, and as we've all experienced, the virus and subsequent pandemic have had a large and long-lasting effect on the future of work. While some changes were temporary or otherwise easy to adapt to, others have presented a challenge for employees and business leaders alike -- threatening employee engagement and bottom-line.
In 2023, with the looming threat of a recession, a struggle over in-office vs. remote vs. hybrid, and the residual impact of going completely virtual nearly-overnight, there are a number of factors that will shape and influence the workplace in 2023. Here are five that will be significant.
1. Diversity, Equity and Inclusion (DEI)
DEI has taken center-stage in recent years but it hasn't come without its challenges. Below are a few considerations for approaching DEI in 2023.
- Perceptions of divisiveness:
According to data from Gartner, nearly 40% of employees consider DEI efforts to be “divisive” and feel that such efforts bring alienation and resentment into the work atmosphere. While this is aligned with most social change efforts, it’ll be beneficial for employers and managers to anticipate this and determine how to address it at the on-set before it lingers and turns into resentment, disengagement or dissent.
- Bias in recruiting technology and calls for transparency:
All technology is built by humans and subject to bias; recruiting technology is not exempt from this challenge. Ongoing government regulations around data privacy will challenge employers to present more transparency around how they’re using AI and machine learning in hiring while offering employees a way of opting out.
- Non-traditional candidates and non-linear career opportunities: Amidst mass resignation and as more candidates (56%) are applying for jobs in industries or areas that may be different from their previous roles, employers will need to seek alternative talent pools to meet their needs. These nontraditional candidates are another population to be included and consideration within DEI efforts.
2. Personalised employee support
Over 80% of employees are looking for their employers to address than as a whole person; rather than just an employee – meaning organisations that wish to remain competitive must focus on financial health, mental health, pandemic support and beyond. Suggestions have included frequent discussion opportunities to work through challenges; on-site counseling and pandemic trauma counselors; and proactive rest such as no-meeting days, adequate PTO, and more.
3. Front-line flexibility
While white-collar workers across many major economies experienced unprecedented flexibility at the onset of the pandemic, this wasn’t typically extended to front-line workers. Equitable flexibility for front-line workers including those in manufacturing or healthcare will be of the utmost importance as an effort to improve their employee experience. Feedback from these sectors suggest that they’re most interested in: work schedule stability, control over their work schedule and paid leave as well as increasing autonomy in what they work on, who they work with and how often or how much they work.
4. Upskilling and soft skill development
Skills erosion, notably soft skills like negotiating, public speaking and social stamina, has been a pandemic-related challenge that is coming to light as we move towards hybrid working again. While everyone has been subjected to this, and other challenges like burnout, fatigue and career insecurity or instability, Gen Z is more vulnerable due to entering the labor market during the pandemic and missing the advantages and skills that come alongside working in-person. 51% of them report feeling that their education left them inadequately prepared to enter the workforce. To support them, leaders should consider ways to make the invisible parts of organiaational culture more visible and clearly articulated. This can include norms around lunch, working hours, co-working manners and beyond. As a bonus, this is also helpful for anyone who’s not familiar with the way things are done in your particular organisation.
5. Managerial support
With demands from both organisational leaders and whole-person support needs from employees, managers are being squeezed in 2023. There’s a significant amount of pressure on the role, especially considering that 60% of hybrid employees consider their manager to be their direct link to company culture. To ensure that they excel in the role, employers should clarify their priorities, and provide additional and refreshed support and training to ensure their skills are adapted to the needs of the workplace in 2023 – which is profoundly different from the workplace even a three five years ago.
About the Author:
Sandra is an Organisational Psychologist and NLP Master Practitioner. Over 17 years she has championed and driven diversity and inclusion practice across industry and is considered a leading expert. In 2014, she was involved in establishing the EU Diversity Charter Ireland. In 2020 Sandra was a member of the Expert Advisory Group for Ireland’s Citizens Assembly.
