In March 2020, the World Health Organization declared the rapid increase in COVID-19 cases globally to be a pandemic. Fast-forward five years, and there have been sweeping changes in how we work, perceive work, and manage workspaces. This article delves into these changes and elaborates on how both employees and HR departments have adapted to this new landscape.
Rise of Remote and Hybrid Work Models
Shift to Remote Working
One of the starkest changes catalyzed by the pandemic was the shift towards remote working. Before COVID-19, remote work was often viewed skeptically by many organizations. However, as the pandemic enforced strict lockdowns and remote working became a necessity, organizations quickly adapted by drafting work-from-home (WFH) policies and providing the necessary support and equipment to employees. This sudden transition was met with a mix of enthusiasm and challenges as employees and managers navigated the new work dynamics from their homes. Over time, many realized the benefits of remote work, such as reduced commute times and increased flexibility, which contributed to a more balanced work-life ratio.
As companies scrambled to sustain operations, there was a noticeable uptick in the utilization of digital collaboration tools. Platforms like Zoom, Microsoft Teams, and Slack became integral to daily work routines, effectively replacing traditional in-person meetings. The emphasis on digital communication and collaboration underscored the importance of organizations modernizing their IT infrastructure. Investment in cybersecurity also surged, as the number of remote workers accessing sensitive data from various locations increased, presenting potential risks that needed to be mitigated swiftly.
Hybrid Work Persisting
Five years later, despite some companies pushing for a return to office work, remote and hybrid work models have persisted. According to the Office for National Statistics, more than a quarter of workers now operate in some hybrid capacity. Interestingly, data from LinkedIn shows that while most workers see the value in some office presence, half do not want more mandatory office days than they currently have. The hybrid model, which allows employees to split their time between working remotely and in the office, has become a permanent fixture in many corporate policies due to its capacity to offer flexibility while retaining the benefits of in-person interaction.
Employers have recognized that hybrid work is not just a temporary fix but a sustainable solution that caters to a diverse workforce’s varying needs and preferences. This model has also allowed companies to downsize office spaces, leading to significant cost savings in real estate and associated expenses. Yet, the hybrid work model is not without challenges, as it requires an ongoing commitment to ensuring all employees have access to the same resources, opportunities, and support, regardless of where they choose to work. Balancing this dynamic remains an ongoing consideration for HR and management teams aiming to maintain a cohesive company culture across multiple work environments.
Enhanced Role of HR and Improved Capabilities
HR’s Pandemic Response
The pandemic placed HR departments under a microscope. Alongside IT teams, HR was critical to the seamless shift to remote working. They had to manage a plethora of new challenges including self-isolation protocols, furlough schemes, and evolving government regulations, all while ensuring the workforce had the tools and support needed to remain productive. This logistical feat required HR professionals to rapidly acquire new skills and knowledge, transforming traditional workflows to accommodate the extraordinary circumstances imposed by the pandemic. In many cases, HR departments also took on the role of emotional support, offering counseling and resources to help employees adapt to the stress and isolation of remote work.
Moreover, HR’s involvement didn’t stop at just managing the workforce but extended to ensuring the wellbeing of employees. They introduced various initiatives to sustain morale, such as virtual team-building activities, flexible working hours, and mental health resources. These contributions underscored the indispensable role of HR in maintaining business continuity—a role that required constant adaptation to changing conditions and an unwavering commitment to employee welfare. The challenges managed by HR departments during this time brought about a paradigm shift in how their roles and contributions are perceived within organizations, with many now being seen as essential to strategic decision-making processes.
HR Professionals’ Growth
This period has been a significant growth phase for HR professionals. The global pandemic honed their skills in change management and bolstered their reputation within organizations. A 2021 survey by CIPD/Workday revealed that three in five HR professionals had upskilled or reskilled as part of their organization’s pandemic response. This reskilling involved robust training on crisis management, digital HR tools, and new legislation that influenced workforce management. The pandemic also facilitated the rise of HR professionals to positions of greater influence, including representation at the C-suite level, ensuring their input in critical discussions about organizational strategy and culture.
The role of HR has since been amplified, especially in key debates post-pandemic, such as flexible working requests and the return to office mandates. According to HR analyst Josh Bersin, 53% of HR leaders now sit at the C-suite level, thanks to the critical roles they played not just during the pandemic but also in other significant movements like Black Lives Matter, diversity and inclusion (D&I), and the ongoing trend of globalization and remote work. This elevated status has cemented HR’s position as a vital element in the strategic planning and future-proofing of organizations, making sure that employee engagement and organizational objectives are aligned to foster a resilient and dynamic work environment.
Focus on Employee Wellbeing
Broader Wellbeing Concerns
Initially, the primary concern was to protect employees from COVID-19 by enabling remote work and later by ensuring vaccination. As the pandemic progressed, it became clear that broader aspects of wellbeing needed attention. This encompassed mental health, emotional support, and overall employee wellness. Companies began implementing comprehensive wellbeing programs designed to address these needs, incorporating elements like mental health days, access to therapy services, and workshops on stress management. The priority was not only to keep employees safe from the virus but also to ensure they could thrive in a dramatically altered work environment.
The challenges faced included dealing with the varying psychological impacts of prolonged isolation, altering work routines, and maintaining productivity amidst unprecedented global uncertainty. Realizing the critical importance of mental health, companies extended their support systems beyond traditional employee assistance programs. They fostered an organizational culture that promotes open conversations around mental health, attempting to destigmatize these issues. This shift has been crucial in helping employees feel valued and supported, and consequently, more engaged and productive in their roles.
Mental Health Strategies
Surveys conducted by CIPD in 2022 and 2024 indicated a significant increase in the focus on employee wellbeing among senior leaders. By 2024, 53% of organizations reported having standalone mental health strategies. Despite these improvements, lingering effects of the pandemic still affect the workforce, with mental health issues, especially among adults under 35, remaining prevalent. These findings underscore the necessity for ongoing and evolving mental health initiatives that can respond to the varied and persistent needs of the modern workforce. With mental health increasingly recognized as a vital aspect of overall employee wellness, organizations continue to invest in training managers to recognize and respond to mental health issues among their teams.
Long COVID poses additional challenges with symptoms such as chronic fatigue and concentration impairments, leading to considerable economic impacts. Employers are increasingly called upon to accommodate those grappling with long COVID, ensuring they have flexible work arrangements and comprehensive support systems. This approach not only aids in employee recovery but also emphasizes the organization’s commitment to inclusivity and long-term employee welfare. Going forward, maintaining and enhancing these mental health strategies remains integral to fostering a resilient, engaged, and productive workforce that can navigate the lasting impacts of the pandemic.
Preparedness for Future Changes
Diversity and Inclusion
The pandemic wasn’t the only significant event in the past five years. The murder of George Floyd and the subsequent rise in diversity and inclusion initiatives marked another critical development. Many organizations responded to these events by reevaluating and reinforcing their D&I commitments, resulting in meaningful changes in recruitment practices, corporate policies, and workplace culture. The emphasis on creating an inclusive environment that embraces diversity has become a top priority for companies looking to foster innovation, collaboration, and employee satisfaction.
Significant strides have been made, but challenges remain. Structural inequities and biases persist, necessitating continuous efforts to ensure genuine inclusivity. Organizations have turned to data-driven strategies to monitor and improve diversity metrics, implementing training programs to educate staff on unconscious bias and cultural competence. This ongoing focus on D&I is seen as not only a moral imperative but also a strategic advantage, with diverse teams often proving more innovative and adaptable.
AI and Future Challenges
Organizations are increasingly integrating AI with their human workforce, resulting in man-machine collaborative environments. This has led HR professionals to devise strategies that effectively balance technological advancement with human employment needs. AI’s capacity to handle complex tasks independently has reshaped employment landscapes, automating routine processes while augmenting human capabilities in more strategic roles. HR’s role in managing this transition includes upskilling employees, transitioning job roles, and ensuring that all stakeholders can leverage AI’s benefits without displacement fears.
While this rapid evolution can be overwhelming for employees, the pandemic experience has fortified HR’s capability to manage change and support employees through it. Gartner’s analysis suggests that HR will need to continuously adapt to a plethora of future changes, including shifts in worker demographics, new legislation such as the Employment Rights Bill, increased worker loneliness, and an uncertain future for D&I. By positioning themselves as strategic partners in the AI integration process, HR can help bridge the gap between technology and workforce needs, ensuring that AI serves as an enabler rather than a detractor in the journey toward future-readiness.
Concluding Thoughts
In March 2020, the World Health Organization declared COVID-19 a global pandemic due to its rapid spread. Fast-forward five years, and the impact of the pandemic has led to profound changes in how we work, view work, and manage workspaces. This article examines these transformations and explains how both employees and human resource departments have adjusted to the new reality. Remote work has become mainstream, and hybrid workplace models are now the norm for many organizations. The way we communicate, collaborate, and evaluate performance has also evolved. Technology has played a significant role, with digital tools and platforms becoming essential for daily operations. Employee well-being and mental health have gained more attention, leading to more flexible policies and support systems. HR departments have been pivotal in implementing these changes, developing new strategies to maintain productivity and engagement. The workplace will likely continue to evolve, driven by the lessons learned during the pandemic era.