‘It’s not a support function any more, it’s a leadership function’: How the pandemic changed the role of HR – The Globe and Mail
/Read the full interview in The Globe and Mail.
Until recently, human resources was largely dedicated to administrative tasks. Today, however, the department is core to business operations, as teams add new positions, adopt new skills and use new technologies to meet the needs of a rapidly changing work force.
Janet Candido explains that during the initial pandemic-caused transition to remote work, there was a general sense that such changes would be temporary. As restrictions eased and resignation rates skyrocketed, employee management, flexible work policies and recruiting became a top priority for organizations in Canada and around the world, she says.
“We have a labour shortage. Right now employees want what they want, and if you’re not prepared to give it to them they will go somewhere that will.”
Employees, who have spent much of the past two years under lockdown restrictions, are looking for more freedom, flexibility and greater mental health support. They also expect their employers to address pressing social issues head on.
The transition to hybrid work, a widespread mental health crisis, a reckoning on racial injustice, and the “Great Resignation” each brought significant challenges to HR practitioners, as well as opportunities. Meeting these moments, however, would have been nearly impossible with the resources, processes and tools that had historically been allocated to the department, according to Ms. Candido. Now, business leaders are making changes on several fronts for practitioners within HR. Many relate to diversity, equity and inclusion (DEI) and environmental, social and corporate governance (ESG).
