DHAKA - The last two years have greatly impacted the world of work. The pandemic has taught us many lessons, and companies have had to transform their processes to embrace the new normal.
We can expect hybrid work to become more common. Companies must create a new, human-centric model for the hybrid environment by designing work around employee-driven flexibility, culture connectedness, and human leadership. Similarly, managers and supervisors need to put in the extra effort to manage and maintain a hybrid, intergenerational workforce. With fewer opportunities for spontaneous in-person interactions in the workplace, managers need to be more intentional in establishing and developing relationships with their team members. The manager-employee relationship is critical in shaping the employee experience and connection to the organisation.
For example, companies need to develop processes, norms, and infrastructure that facilitate the mobility of employees from their current roles to other existing or newly created roles within the organisation. This shifting of employees creates an internal labour market and makes it easier and more attractive for employees to move jobs without exiting the company.
While some companies track productivity, others monitor employee engagement and well-being to better understand employee experience. Even before the pandemic, organisations were increasingly using nontraditional employee monitoring tools, but this trend will only accelerate thanks to monitoring of remote workers and the collection of employee health and safety data.
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