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The COVID-19 pandemic situation has rendered traditional leadership skills barely sufficient. As a result, there is more requirement for leaders of today and tomorrow to be tech-savvy and implement digitally transforming solutions. 

Without these virtual and engaging strategies, it’s getting harder to retain employees with employable skills. Because of that, there is constant pressure on the workforce to catch up on the post pandemic work trends

Hence, it’s essential for HRs and hiring managers to learn more about post-pandemic leadership and how it has changed over the last 2 to 3 years. 

 

 

 

Post-Pandemic Leadership Trends That Shaped Workforce Culture For The Best:

Execution of constant learning and education for upskilling is more relevant now.

The world of business is uncertain. Yesterday it was Covid-19, today it is a Ukraine-Russia war zone affecting emerging economies' trade and crude oil prices. That eventually puts pressure on the transport and supply chain industry as a snowball effect. 

Similarly, energy consumption and reservation are an increasing concern to take control of the climatic change. Therefore, in these scenarios, post-pandemic leadership has to be hopeful, educational, and motivational. 

Employees must feel that there is hope for the growth of their careers in the organization they’re working for. Otherwise, the international politics and crisis can be depressing for them to remain employable. 

Thus, there is increasing use of eLMS and online certification courses. One can now learn from foreign universities, mentors, coaches, and trainers at affordable rates from remote locations. 

Similarly, an organization should provide this culture to their employees where they continuously upgrade their knowledge: technical and soft skills. 

Empower your employees is important to engage and have a thought-provoking opinion.

Businesses drive multiplied growth when employees have the right tech tools like uKnowva Social Intranet and HRMS. According to this post pandemic mindset, employees who contribute more to the organization feel more connected to its culture. 

Leaders will then won’t have to micromanage their employees. Instead, leaders can continue to create pathways for employees to follow, encouraging them to take up new projects with a calmer and sharper mindset. 

When employees come up with thought-provoking opinions, suggestions, and feedback points, a company breaks the bias and barriers. As a result, the workforce is compelled to think forward and approach new goals for magnifying the impact of its vision on the target market. 

This practice can withstand the impact of external calamities like COVID-19 and international politics. 

Moreover, when employees engage in the social intranet systems, they build trust, respect, and clearer understanding between each other. 

Their teams become stronger, more reliable, and self-reliant. That means leaders don’t have to work harder to allocate the workforce to newer projects. 

There will be a greater level of transparency, job satisfaction, and level of recognition in the organization with empowered employee engagement. 

That is irrespective of the workstation location. Employees of today and tomorrow could engage online or virtually literally from any corner of the country. 

Equal focus is now on employee safety and wellbeing.

COVID-19 and another crisis contemporary in today’s digitally connected world put employees in introspecting. As a result, they are shifting their focus on work profiles where their contribution matters and equal importance is on their happiness and wellbeing. 

Because an unhappy employee is never an asset to a company. Rather, that person would be a liability and a threat to the organization. Or, maybe an obstacle for the team members to achieve their common goals. 

And we all know how COVID-19 or pandemic left many employees scared and stranded at their homes/remote locations. Many were unemployed for months, surviving on their savings. 

So, today's workforce wants to feel included, important, freed, and respected for their time at the firm. With systems like Virtual Biometric and Happiness meters available in uKnowva HRMS, a post pandemic work culture is more fun, engaging, and bearable. 

Employees feel they are not alone. They can find their most active hours and take required breaks without being under the constant supervisory eye of their leaders. 

In short, focusing on their happiness and wellbeing also teaches the modern workforce to be self-reliant and independent. 

As a by-product of post-pandemic leadership trends, employees have a better chance of becoming entrepreneurs and accountable to themselves for meeting periodic targets. This way, they feel less pressurized and more engaged with their KPIs. 

But equal importance is yet again given to happiness and wellbeing. HRs can keep track of their employees' leaves, attendance, check-ins/outs analytical reports. They must check how many employees are using their leaves properly compared to those who are not. 

The stats will clearly show how many employees are overburdened and how many feel happy throughout their tenure. 

Providing employees with memorable work experiences is need of the hour.

Work-life balance also improves with engaging and empowering experiences. Every employee of today’s world would agree with that. But the question is on how to improve these experiences for employees daily. 

For that, the post pandemic mindset has to shift from HRs and C-level management to executives and employees. They must start sharing crisp and constructive opinions to strengthen the internal branding of the firm. 

This can happen by conducting:

  • Polls/surveys
  • Interviews
  • Team-building exercises
  • Gamification of the projects/targets
  • Virtual meets for other than work purposes – to unwind, brainstorm, and co-create. 

These are just a few examples. Not every firm might apply them at once. But these activities, especially in alignment with a cloud-based HRMS like uKnowva, can enhance employee experience throughout. 

When employees experience their work-life cycle with a delighted mindset, they choose the company over others. That’s a repeated behaviour, even when economic situations are uncertain. 

In other words, by giving employees each day a memorable experience in the firm, with the right tools, words, tasks, and processes, the retention rate eventually improves.

Top-performing workers do not recommend leaving. Instead, they turn into brand ambassadors to put positive word-of-mouth in their social circles. Of course, that’s without pursuing them to do so in the first place.

Conclusion:

There are multiple trends seen from a post-pandemic leadership perspective. However, from the core four points discussed above, it’s clear how leadership and HRs roles are changing to shape an employees’ journey in an organization. 

With the right tactics, skill set, norms, and company culture, employees would keep choosing the firm they work for over competitors. Plus, happy, satisfied, and engaged employees increase the company’s productivity and market reach without direct supervision.

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