Priorities for HR Professionals in 2022

Priorities for HR Professionals in 2022

The development of critical skills and capabilities continues to be the top priority of HR leaders in 2022 while organizational restructuring and change management continue to be the key objectives.

  • A 2022 report by Gartner

The COVID-19 pandemic has undoubtedly forced businesses to reset their priorities and develop completely new models of business. While many organizations are still struggling with managerial issues and leadership crises amid the pandemic, those who adapt to the new changes will only be able to make way through the ever-changing business environment. The role of HR leaders is of great value in leading an organization’s way through the rigorous challenges created by the pandemic.

But as the norms continue to evolve, an HR professional must embed a people-first approach built upon resilience, empathy, and empowerment. Now that organizations move from their primary pandemic response to a more sustainable corporate structure, the prime focus of HR leaders is to incorporate resilience into every aspect of the business so that the organization can easily sense and respond to the changes.

So, after an unprecedented year that almost challenged the entire business ecosystem, the HR professionals are focusing on the following key areas. Note that even though none of the goals identified are new, but as an impact of pandemic there’s been a sudden urgency.

Development of critical skills and competencies 

From organizational growth and executing business transformation to attaining operational excellence, HR leaders see critical skills and capabilities as a highly valuable asset that helps an organization grow.

Another Gartner report shows that more than one-third of HR professionals agreed that the prime challenges include the lack of visibility and understanding of existing skill gaps, the inability to blend effective learning strategies into employee workflow.

HR leaders must adopt a dynamic approach towards the reskilling and talent redeployment strategies, where a group of leaders work together to determine the shifting future skill demand and likewise discover ways to develop the required skills. Moving forward, HR professionals must develop modern recruiting tactics to ensure quality hires. Gone are the times when hiring was based on seeking a similar set of candidate profiles from talent pool sources. In the existing business landscape, an HR professional must prioritize the skills and seek to step into the total skills market rather than the talent pool. 

Organizational structuring and change management

Organizational structuring and change management is a top priority for nearly 46% of HR heads and is also the key to attain many business goals like cost optimization. In the turbulent and unpredictable business world, HR professionals must ensure that their workflows, organizational structure,  role design, and network must work effectively with fast-changing conditions. 

This begins with avoiding work friction which is caused by outdated work models. Future-oriented organizational design can ensure employee responsiveness and productivity that is synchronized with consumer demands and further predict changes in it.

Reshaping work design can also enable responsiveness across the workforce by preventing change fatigue and incorporating resilience in the organization. This can be done by realigning work strategies and resetting rigid permissions. 

Future Leadership 

Only 44% of employees believe in their managers and leaders to guide their organization’s pathway through this humanitarian crisis. Gartner (2022) 

HR leaders are primarily concerned about the lack of diversity and inclusion that contributes to a lack of confidence in leadership within an organization. In order to nurture leadership talent, HR professionals must go beyond mentoring by manufacturing international networking opportunities that expose senior leaders to a high potential diverse talent.

Firms that make use of such programs are 3.4 times more likely to report their effectiveness at improving opportunities for talent mobility.

Leave a Reply

Your email address will not be published.