Defining the future of work, and the future of the traditional office environment – is going to be a further exercise in adaptability, adoption and reinvention

The worst pandemic in a century didn’t just disrupt our economy and society, it brought employers and employees together with a common goal: to keep the enterprise afloat through a period of unprecedented disruption and uncertainty.

The global pandemic has catapulted us into a new era in which hybrid workforces – a mix of office, remote and frontline employees – will be the norm.

Businesses are taking steps, not only to recovery, but toward a more resilient future in which greater flexibility and visibility render them less vulnerable to disruption.

By creating an environment that supports L&D, upskilling and reskilling, HR is able to align both leadership teams and employees on the same page to ensure success for the individual and the business.

Some organisations are good at creating rules for their meetings that they print off and leave in meeting rooms; however, the principles are rarely followed and eventually become coasters for coffee cups.

The real competitive differentiator for companies in 2021 will be getting the employee experience right. Why? Because improving the experience of employees can ultimately improve the experience of their customers.

Change will always be tough; it is in our nature to avoid the new and unusual. However, change is something we should value because of the innovation and fresh ideas it can bring.

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The shortcomings of traditional performance management processes have been acknowledged for some time, to the extent that appraisals have become maligned by both managers and employees.

Standing out is about differentiating yourself in a way that is accurate but inimitable as everyone has a professional narrative that is unique.

While working at home, many employees will feel the absence of social interactions we’ve become accustomed to while working in the office, which could lead to disengagement or a negative effect on mental wellbeing.

When our "fear" voice is in control and we are not, our behaviours become guided by fear-based intelligence, not by our intelligence or even our goals.

Brilliant team leaders work from the premise that every brain grows differently and therefore inquire about individual strengths and aspirations.

Many organisations are still building the foundation for economic recovery – and it starts with adopting seamless identity tools to empower the employee experience.

With COVID-19 has come challenge and opportunity for workplaces, and as you look into the future what do you want to leave behind and carry forward in terms of how you work?

Our number one goal now should be to help employees take small steps every day to create a culture of mental safety and openness, both in their work and home lives.

When considering all the variables behind flexible working, such as working hours, workforce proximity, employee preference and the nature of their job, it becomes clear that a one-for-all solution no longer works.

COVID-19 has permanently changed the office dynamic, HR must compel decision makers to invest in technology in order to lessen the financial and mental strain on those employees who make their living from the home office.

Investing in mental first aid training for HR and managers is a great way to sensitively check in with employees and to respond appropriately to them if they say they’re having a difficult time, without making things worse.