"Post-Crisis Work World Transformation: Perspective from the Chair of the Board"
In the current context where most of its employees are working remotely, a forward-thinking group is seizing opportunities within the new virtual reality created by widespread remote work. This shift has necessitated a comprehensive adjustment of the corporate strategy, with various departments playing significant roles.
The group's HR, Tax, and Compliance departments are at the forefront of this change, working tirelessly to navigate the challenges and capitalise on the opportunities presented by remote work. They are instrumental in the development and implementation of the group's Future@Work strategy, which encompasses talent advisory, career transition, re-skilling, and up-skilling services.
The group has expanded its digital HR solutions in response to evolving expectations, and has developed new methods for virtual onboarding. The recruiting process is now much swifter, often remote, and increasingly reliant on technology platforms. Candidates can now find, apply for, and get a job without physically being near the company.
However, this transition has not been without its challenges. The group faces complexities in areas such as HR, Tax, and Compliance, particularly in managing global teams. Key challenges include communication gaps, reduced face-to-face interaction, social isolation, scheduling conflicts, productivity concerns, unequal visibility between in-office and remote employees, time zone differences, home distractions, and legal-compliance complexities.
To effectively incorporate remote work into the corporate strategy, the group is implementing intentional strategies. These include setting clear expectations and communication protocols, investing in the right tools, fostering inclusion and team cohesion, adapting policies to legal and compliance requirements, and addressing scheduling challenges.
Regarding the reduction in physical office space, the group is carefully planning office downsizing to balance cost savings with the need for in-person collaboration spaces. They are transitioning to flexible or shared workspaces that support occasional office use, and leveraging the cost savings from reduced real estate and utilities to invest in digital infrastructure that supports remote and hybrid work.
This strategic shift towards remote work requires a coordinated, multi-disciplinary approach. Key stakeholders include senior leadership and corporate strategy teams, HR and People Operations, IT and Security teams, Legal and Compliance experts, and managers and team leads. By working together, the group aims to ensure that remote work becomes a sustainable, integrated part of the company’s strategy, balancing employee needs, operational efficiency, and legal compliance.
In the new virtual reality, the group sees opportunities, and is committed to adapting and thriving in this evolving landscape. The traditional business model for HR companies, once based on physical branches, is rapidly evolving to an omni-channel approach, and the group's unique competitive edge is its 360-degree service offering in HR. The group is seizing the opportunities presented by the new virtual reality, and is poised to lead the way in the future of work.
- The HR department, in collaboration with the Finance and Business sections, is vital in the group's Future@Work strategy, focusing on talent advisory, career transition, and up-skilling, with an aim to capitalize on the opportunities provided by the digital shift in work environments.
- In the realm of technology, the IT and Security teams are working together with HR and People Operations, to ensure smooth communication, increased productivity, and legal compliance, as the company transitions towards a remote and hybrid work model.
