Top trends that will impact the global workforce in 2022
The world of work has changed drastically in the past two years. Months of talking about the importance of resilience, engagement, and leaning in to succeed despite the struggles have fed workplace burnout and emotional apathy that business leaders must address in 2022.
As pandemic-era changes from the regulatory impact of hybrid work and safety mandates to renewed workplace expectations and a shift in the employee-employer power dynamic, leaders and organisations need to redefine work, workplace, and workforce in the year ahead.
“It’s hard to believe that we’ve been grappling with the Covid-19 pandemic for two years now — and even harder to believe that we’ve withstood the frustration, grief, and turbulence that came along with it. As we move away from the Great Reset, amid the Great Resignation, and into the great unknown, let us take time to reflect on what has and hasn’t worked, respect our unique boundaries and balance of life and work, and reimagine a truly employee-centric future of work,” says Chris Mullen, executive director at The Workforce Institute at UKG, which provides research and education on critical workplace issues facing organisations worldwide.
The Workforce Institute at UKG has released its annual predictions of the top trends that will impact the global workforce in 2022.
Here are its top five workplace predictions.
Employee expectations challenge employer capabilities amid shifting labour market
Between March and April 2020, one-third of shifts worked at US businesses evaporated almost overnight, and the International Labour Organisation estimated an 18.7% drop in hours worked worldwide from April-June 2020.
Over the course of 2021, employers worked hard to resume pre-pandemic levels of business operations — yet, the global labour market shift is far from over. 2022 will bring continued uncertainty and fluctuation in light of increased retirements, changing career paths, and a plateauing labour-force participation rate.
As employees leverage the power of choice, employers need to be even more creative with the benefits and programmes they offer in order to win the war for talent.
Higher wages, schedule flexibility, hybrid working opportunities, competitive time-off plans, and family-related leave and care benefits will be necessary to attract and engage office and frontline workers alike. This means business leaders and HR departments will need to have honest and transparent conversations about what they can feasibly afford to offer in order to meet — and ideally exceed — employee expectations.
New labour-resourcing strategies, such as deploying employees across several locations or upskilling workers to do different types of jobs, will also emerge to retain, maximise, and inspire the current workforce.
Mobile technology that gives frontline employees more schedule autonomy, workplace independence, and access to relevant business information will be key to unlocking an empowering employee experience that keeps workers throughout the year and beyond.
Increasing employee apathy motivates business leaders to invest more in people-centric experience
People aren’t built to be resilient for years on end — but, the ongoing Covid-19 pandemic has forced all to grapple with continuously interrupted personal lives, career pathing, and planning for the future.
Constant resilience gives way to apathy as employees prioritise personal preservation and self-care over professional passions and performance. As this workplace apathy will impact millions of people and fuel continued job-hopping, the frontline workforce reaches its breaking point as ever-changing business operations and inflated consumer expectations, and poor behaviour clash with prolonged health concerns and burnout.
The importance of listening to employees and acting on their feedback will take centre-stage as business leaders and people managers work to grow engagement, respect personal and professional lives, and ultimately boost brand loyalty.
By establishing necessary support mechanisms, employers will be better poised to build a caring culture where people can enjoy meaningful work. This means the life component of life-work balance will take precedence. Employers will foster a culture of compassion and respect to support employees through their uniquely challenging circumstances.
More than ever before, people leaders will value and enable the holistic health and wellbeing of the whole employee, including physical health, mental and emotional support, and financial wellness.
Manager training — including emotional support — and mentorship programmes critical to retain great talent
If 2021 was the year of the HR department, attracting and hiring top talent to meet growing consumer demand, then 2022 is the year of the people leader, retaining and training a rearranged workforce to bolster business growth.
Employee movement amid pandemic-related business closures, reopenings, and the ongoing Great Resignation will drive a renewed focus on retaining great leaders — so they can retain great people — resulting in more comprehensive and applicable training programmes to better educate and empower people managers.
Strong, people-oriented managers who prioritise intentional leadership — and the productivity and performance it brings — will be an invaluable piece of the post-pandemic workplace puzzle.
Winning organisations will improve support systems for people managers, empower people-first decision-making skills, and find new ways to cultivate a manager experience built on trust, transparency, and care.
This emphasis on training and development must also extend beyond managers to the entire workforce, particularly entry-level workers.
Gen Z — the most at risk for getting lost in the shuffle of hybrid and remote environments — will crave mentorship programmes, skip-level meetings, and other opportunities to learn critical workplace lessons and career-pathing advice. As part of this effort, people leaders will devote time and resources to connect with, educate, and engage the newest generation of workers.
Navigating steep compliance curve: Organisations that proactively stay ahead of the pending legislative “catch-up” come out on top as employers of choice
Remote work. Minimum wage. Family leave. Vaccination mandates. Workers’ rights. Data protection. AI usage.
The list of disparate rules and regulations for employers to know, track, and account for is ever-growing and constantly changing across country and county lines. The challenge of compliance has only been exacerbated as compensation plans, tax codes, family leave policies, and more are up in the air as employees have switched companies, moved fully remote, or physically relocated due to changes in work.
Legislation will catch up with pandemic-driven organisational and business changes and the hybrid desires of workers, steepening the compliance curve around workforce practices and workplace regulations.
In 2022, employers across the globe must reconcile these international regulatory challenges to support the choices of their employees, meet continued customer demand, and ensure compliance throughout their organisation.
Unified and AI-powered workplace technology platforms will become a strategic priority for employers, particularly global corporate entities, looking to automate the process of compliance adherence.
And regulatory change is far from over. Political fluctuation, ongoing healthcare mandates, and the fight to curb global climate change will continue to impact business operations. Employers must anticipate these changes and stay ahead of the curve.
Organisations that move more quickly than the government and proactively respond to regulatory and compliance-related situations will be better prepared to manage the global workplace challenges that inevitably come their way.
ESG emerges as a make-or-break asset for business stability and growth
In a world that seems to be increasingly politicised and divisive, employers continue to navigate difficult and highly nuanced — but extremely important — discussions in the workplace on everything from vaccination mandates and safety protocols to racial justice and gender equity.
Many employers made important commitments relating to diversity, equity, and social justice over the past two years. 2022 will bring revitalised employee expectations and public accountability for chief executives and business leaders to take firm action on the issues most meaningful and relevant to them, their people, and their business.
People leaders and HR departments will use surveys, team newsletters, and other feedback channels to gauge internal alignment and perspectives on key focus areas. This will drive corporate social responsibility (CSR) and environmental, social, and governance (ESG) efforts of employers to evolve from a nice-to-have to business necessity.
In the face of global social activism, growing concerns around environmental impact, and fair and equitable business practices, corporate stakeholders — including employees, customers, and investors — will expect organizations to publicly set goals, track, and report on annual progress.