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We’re unpacking the forces driving HR and business action over the next half-decade. We’re putting these forces in historical context, while also providing HR leaders with actionable advice on how to assess their risk, prepare their teams, and better understand the ramifications of inaction.
The employer-employee dynamic is constantly shifting, but perhaps never more than in the past half-decade. The push and pull has been especially pronounced thanks to a recent run of hiring sprees, work stoppages, and mass reductions in force. The post-COVID era has seen seismic shifts in employee preferences, including, for many, an increasing aversion to working for companies set in old ways.
Many employers have wielded return-to-office mandates as a show of force, with mixed results. Employees have exercised their own agency by leveraging competing offers, quitting (quietly or not so quietly), and expressing their dissatisfaction with traditional notions of work. People want greater autonomy and less bureaucracy – factors that often favor smaller companies with fewer corporate layers.
Meanwhile, structured hybrid models, wherein employees generally assign their own hours, have steadily increased.
And while you can’t possibly accommodate every personal preference, you can take steps to display your commitment to bettering their work and
