Highlights:

1. Navigate the ‘forever labor shortage’ by prioritizing workplace balance and employee well-being.
2. Attract and retain top talent through flexible work options and remote arrangements.
3. Leverage benchmarking data to inform HR strategies and stay ahead in the industry.
4. Enhance mental health initiatives to support employee well-being and drive productivity in the post-pandemic era.

One of today’s workplace realities is that we are in an era deemed the Forever Labor Shortage.

Although the baby boomers were retiring before 2020, the pandemic put the labor shortage into a talent crisis overdrive as they, along with employees of all ages, left the workforce in droves. During the Great Resignation, more than 47 million U.S. workers quit their jobs in 2021, followed by approximately 55.5 million people resigning in 2022.
 

Employers continue finding it challenging to attract, hire and retain enough people to get the work done. Since the talent crisis is here to stay, companies must be open and willing to pivot and shift as necessary.

Let’s look at this situation positively. Human resources (HR) professionals can make a difference and lead the charge as their companies evolve to accommodate a modern workforce. We can embrace a silver lining of the pandemic – that employees and potential ones are bringing issues to light and expect change.

Here are some ways HR can embrace and usher in a change in the post-pandemic workplace.

Be Flexible and Remain Flexible

Some jobs do require in-person availability during hours of operation, so flexibility will look different depending on the job. However, in 2023, if an employer will not consider some level of flexible work accommodation depending on needs, whether for location, hours, or something else, they may be giving talent away to the competition.

Prospective candidates continue to ask for, and in some cases, demand that flexible work arrangements be available before they accept the job. Today’s employees and candidates are feeling empowered to -negotiate flexibility, and we must respond accordingly.

Consider their requests. Let them work remotely or have a hybrid arrangement, such as three days in-office and two days at home. When their position does not allow remote work, for instance, nursing, waiting staff, or bank teller positions, accommodate them in other creative ways. If they need to leave early to care for elderly parents or attend a child’s school function, figure out a way to allow it.

Listen, Learn, and Launch New Benefits

In fact, Lendmark awards employees eight hours of paid time off (PTO) annually to be involved in their children’s school activities. Similarly, employees are given four hours of yearly PTO to volunteer at their charity of choice. And since birthdays are such an important day, we allow them eight hours of PTO to celebrate however they wish.

Employees want more than a paycheck. They crave a comprehensive compensation package with enhanced benefits like the time off just mentioned.

Employers should also pay close attention to desired health benefits. For example, by asking and listening to our employees’ wants and needs, we began covering in-network skin cancer screenings for diagnostic purposes as preventive measures.

Get creative to learn what employees need. Survey employees for what benefits are most important, and when possible, implement them. Companies will find that preferences regarding benefits shift, plus surveying employees uncover the benefits they want and exclude the ones that don’t meet their needs.

Eliminate benefits that are no longer working, and replace them with others that will help attract and retain talent. For example, do employees even know about your company’s pet health insurance program, or are they interested in the recent dental benefits rolled out?

A survey, or a series of regular surveys, will keep the HR team informed about employee preference for and knowledge of specific benefits.

Use Benchmarking Data

In addition to surveying employees about benefits, HR teams need to take a close look at benchmark surveys from third parties, such as the Society for Human Resource Management and HR consulting groups. Third-party surveys can be treasure troves of data, giving HR teams visibility into benefits offered by the competition, as well as data about how effective different HR administration and communications processes have been for other companies.

These benchmark surveys, some of which are free to access, give HR teams a good look at what has resonated and what hasn’t for other professionals in their field.

Look to Others for Ideas

Know what benefits and incentives the competition provides to its workforce and consider, at a minimum, offering the same. Expand beyond this practice and look at larger companies to see what simple and potentially free or inexpensive programs are available that your own HR team could implement to boost morale.

If appropriate for your work environment, consider, for example, hosting a bring your dog/pet to work day, which could be enjoyable for most if not all. And guest speakers could be inspiring, insightful, and a great way to boost employees’ professional development and personal well-being.

Ask a benefits professional from the company’s insurance provider to present a session on maximizing plans or a time-management guru to offer tips on optimizing employees’ days. This is a win-win-win: Employees get tips, employers earn more engaged employees, and presenters can extend the influence of their expertise and services.

Update Mental Health Initiatives

Stress among global workers is at an all-time high, at least since Gallup began surveying working adults in 2005. Mental health issues are seeing the light of day, and mental health benefits – once seen as an onus on employees – are shifting to be an employers’ responsibility. Employees’ mental well-being is directly tied to their workplace performance, which, in turn, correlates with a company’s success.

We recently increased our employees’ number of paid visits to a counselor per year. This includes options for in-office or telemedicine sessions, the latter of which became a must-have during the pandemic but is now here to stay. Employees can now see a licensed provider from home, in the office, or at any location, which is a timesaver for them and their companies since they can have an appointment from their desks.  

The point is that companies must be willing to change and alter their mental health benefits offerings to meet employees where they are, or their employees will go elsewhere.

Welcome Change

With top talent difficult to attract and retain, HR professionals must keep their ears to the ground and listen to employees’ changing needs. More than listening, however, we must be willing to embrace change, even when it means spending more company dollars.

Employees are our greatest asset. They are the ones providing one-on-one connections with our customers and completing the work. The price of not changing our benefits packages and culture to meet employee needs is huge.

Although the term “new normal” is overused, it is fitting. We live and work in a post-pandemic world and must listen to and accept change. As the saying goes, the only constant in life is change.

Embrace it or be left behind.

Author Bio

Charonda McGill is the Vice President of Total Rewards at Lendmark Financial Services. She holds 20+ years of experience leading HRIS functions.

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