코로나 펜데믹 이후 HR의 미래

스크랩 자료입니다.

원문: https://www.manilatimes.net/2020/05/27/business/columnists-business/the-human-and-business-elements-post-covid-19/727501/

 

 

*주관이 들어간 의역이 있습니다. (영어 원문을 우선적으로 참고해 주세요.)

I have seen the human resources (HR) profession and its related functions progress in the past two decades from managing administrative personnel to being a stakeholder that mirrors changes in the business. Over the past two months, however, HR’s leadership and influence have been put to the test in response to the disruption caused by the coronavirus disease 2019 (Covid-19).

의역 & 요약: Covid-19 발발로 인해 HR의 리더십과 Infuencing (영향력)이 평가대에 오르고 있다. 

The lives of many have drastically changed due to the Covid-19 pandemic. According to a report from the International Labor Organization, an estimated 2.7 billion people have been affected by quarantine and stay-at-home measures. Consequently, this has created the world’s most significant modification in our social patterns, work practices and business conduct.

국제 노동 기구에 따르면, 약 27억명의 사람들이 쿼런틴과 재택근무에 영향을 받고 있으며, 이는 사회적인 패턴, 근무 행위 그리고 비즈니스 conduct에 영향을 주고 있다. 

HR’s core purpose has now shifted towards the sustainability of the “human elements.” This new paradigm demands novel ways of acquiring, engaging and managing talent. We begin to ask ourselves if these new business continuity measures of creating digital work models, talent reskilling programs or recalibrating work flows, no matter how regenerative by design, are enough to sustain our workforce.

 HR의 목적은 "사람"이라는 요소를 지속시켜야 하는 것으로 옮겨가고 있다. 그리고 사람을 채용하고 관리하는 전 영역에서 디지털화를 비롯해 완전히 새로운 근무 패러다임을 짜야 한다. 그래야 Workforce를 지속시킬 수 있다. 

It is a challenging time for any business function, but it has been most especially so for HR. As we strive to seek a balance between business and conducive working conditions, we stretch ourselves to maintain professional standards and better systems for people to flourish despite these unusual times.

HR은 사람들이 비즈니스와, 이해 가능한 근무 환경을 잘 밸런싱하도록 노력한다. 펜데믹과 같은 일반적이지 않은 상황에서도 HR은 프로페셔널한 기준을 지키면서/사람들이 능력을 발휘할 수 있도록 더 좋은 시스템을 유지해야 한다. 

It has become imperative to look at the bigger picture that is starting to emerge. Is working from home the future of work? Are the effects of the pandemic permanent? No matter how uncertain these past few weeks have been, one thing is for sure: the workplace will never be the same, even after Covid-19 fades from the headlines.

Our norm will continue to center around trust and respect, where employees are allowed to co-create flexibilities balancing work from personal time, which enables and encourages productivity through personal accountability.

The gap between expectations versus reality may shrink in the months and years ahead. Today’s workforce will be much more vocal about their new expectations and the Covid-19 pandemic will most probably accelerate further changes. Organizations have been upended by the pandemic and the workspace culture is has become ever changing.

변화가 잦은 시점이다. 재택근무가 미래의 근무 스타일이 될 것인가? 이 팬데믹 효과는 영원히 지속될 것인가? 아무것도 확실한 것이 없지만, 펜데믹이 끝나고도 Workplace는 절대 이전과 같을 수는 없을 것이다. 우리는 서로간 신뢰와 존중을 중심에 두고, 사람들이 워라밸을 잘 지키도록 도우면서 개인들의 책임 하에 생산성을 유지하도록 해야한다. 기대와 실제간의 간극은 시간이 지나면 점점 줄어들 것이며, 오늘날 직원들은 본인의 목소리를 잘 내는 편이므로 코로나를 계기로 많은 변화가 일어날 것이다. 

 

Digital collaboration is key 

디지털 협업이 핵심이다.

In this Covid-19 era, we have seen the sudden shift to virtual, remote work with unprecedented levels of adaptability. The workforce in the new post-Covid-19 reality will pivot towards resiliency, shifting away from rigid routines and structures.

Going digital is vital, as a telecommuting culture will be adopted at scale. Think Microsoft Teams and not meeting rooms; virtual engagements and not costly business travel; and cloud computing and not cubicles. By moving systems to the cloud and by using platforms such as Microsoft Office 365, we are talking about the potential for people to have more tools for collaboration than ever before.

Covid19시대에는 다들 어떻게 적응할 지 예상하지 못한 채 갑작스럽게 Virtual, Remote 근무환경으로 바뀌어 버렸고, 기존의 딱닥한 루틴에서 벗어나 신속성에 중점을 두게 되었다. 

Artificial intelligence accelerates businesses.

AI또한 비즈니스를 급진시킨다.

Humans and bots are the new blended workforce, bringing a new-age competitive advantage. Performing “higher value work” such as sourcing, recruitment, talent engagement, career development and mobility opportunities empowers the organization to focus on more strategic roles, improving the every aspect of an employee life cycle.

The pandemic has led to an accelerated automation of various processes to adopt in an economic downturn. Transforming the workforce does not simply involve using digital collaboration tools. In a Massachusetts Institute of Technology Review Insights report on Covid-19 and the workforce, there is more scrutiny on how artificial intelligence can help mitigate the risk of pandemic exposure by making certain jobs more productive and effective.

단순 디지털 협업 툴만이 변화가 아니다. MIT공대 자료를 보면 AI들이 어떻게 팬데믹에 따른 이슈를 줄여주는 지 나와 있다. 특정 직업들을 보다 생산적이고 효율성있도록 만들어 줌으로서 말이다. 

 

The power of the multigenerational workforce

세대를 아우르는 Workforce의 힘

The pandemic may have acted as a catalyst for changes in organizations but it, too, has served as an equalizer of the so-called “digital divide.” Digital natives may be better equipped for the future but, through age diversity and generation-collaboration, organizations are now becoming more adept in overcoming adversity as a state of normalcy.

팬데믹으로 인해 "Digital Divide" 라는게 생겨났다. 디지털에 친숙한 어린 친구들이 미래에 더 잘 대비되어있긴 하지만, 세대와 나이를 아우르는 협업을 통해 이런 위기를 극복할 수 있다. 

While the key to creating an advanced and relevant workplace is communication across demographics, our openness to differing perspectives or insights gives power to a multigenerational workforce.

Workforce generational diversity or “distributed authority,” when coupled with our capacity to accept variations, brings forth a more resilient, agile organization able to navigate economic changes.

As the effect of the pandemic tails off and resets the normalcy we once had, this is an opportunity to rethink our assumptions to be better prepared for the future. Organizations need to be more attuned when unique skills emerge and talent models change. The pandemic has acted as an accelerator of workplace transformation, fundamentally shifting how we do business and how we care for people.

None of us can operate as we have in the past. However, we can improve how we lead in crisis by challenging old perceptions about work. Having an HR growth-agnostic mindset will support the creation of new systems for people to flourish, regardless of the juncture.

팬데믹의 영향력이 사그라들더라도 우리는 다양성을 포용함으로서 기민한 조직 대응력을 갖춰야 한다. 

 

Rhia G. Dee is the People & Culture Director of P&A Grant Thornton.